Upload
trantruc
View
217
Download
0
Embed Size (px)
Citation preview
Dr. Rémi BacheletCentrale Lille
photo: public domain
Recent pdf, ppt, video versions of the course available here: project management
Advanced organization tools
Project management
Introduction
Objectives
Dr. Rémi BacheletCentrale Lille
2
Avant de commencer
Confort de lecture ?• 1080p/haute définition, sous-titres• mettre la vidéo en mode « plein écran »• mettre en pause, varier la vitesse youtube.com/html5
gestiondeprojet.pm• originaux des diapositives, vidéos HD, sous-
titres..• quiz, prise de notes partagée, ressources...• MOOC GdP :
forum, réseaux sociaux certification de réussite
Introduction
Objectives
Dr. Rémi BacheletCentrale Lille
3
Cours sous licence Creative Commons
• Paternité : citer l’auteur Partage : sous
licence identique
• Pas d’utilisation commerciale
– Gratuit pour un usage personnel ou dans un cadre bénévole
– Entreprise ou cursus universitaire : Demander l’autorisation
• Votre organisation a-t-elle les droits ? => http://goo.gl/s2yRtv
• RH ou formateur : Faire une demande d’utilisation => http://goo.gl/2uGj8s
Images : cc-by source
Introduction
Objectives
Dr. Rémi BacheletCentrale Lille
Project life cycle
Definition Setup Execution Closure
1 – General objectives, SWOT
1 – Specifications 1 – Monitoring / control
1 – Delivery / transfer
2 –Project charter 2 – Work packages 2 – Modif. of Specs 2 – Client training
3 – Reports, Todo list 3 – Responsabilities 3 – Risk management 3 – Post Mortem
4 – Planning 4 – Prototyping, tests 4 – Reassignment
5 – Budget / Resources
Start End
Initiation
Planning
Execution and control
Closing
4
See "Project organization: the
essentials"
Dr. Rémi BacheletCentrale Lille
Course plan
Tools &
Organization
1. Project scope
2. Packages and responsibilities
3. Planning
4. Global design
5. Monitoring
Conclusion
Dr. Rémi BacheletCentrale Lille
Tools &
Organization
1. Project scope
2. Packages and responsibilities
3. Planning
4. Global design
5. Monitoring
Conclusion
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Advanced organization tools
photo : domaine public
Project scope
Chapter 1
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Define the objective: the functional specifications
• Who/what is the project for?– Do not think in terms of solutions, but of
requirements (external functional analysis)
– In the Time – Cost – Scope triangle : Scope
9
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Function diagram: Ana-lyze
Clean the premises
Remove dust
Vacuum the dust
Create an air flow
Separate the dust
Filter the dust
Store the dust
Service functions
Technical functions
Motor and turbine Filter BagSolutions
10
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Specifications in engineering : 4 methods
1. FAST
2. IDEF0
3. UML
4. APTE method
12
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Stage separation of a nano-satellite launcher rocket
Modeling a sequence: FAST
Time
For further details: FAST 13
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Modeling a process: SADT / IDEF0
Image cc-by-sa : source
14
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Image : source
Detailed IDEF0
For further details: IDEF015
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Image : source
Modeling software: UML
16
For further details: UML
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Vehicle
Pilot
Track
Authorized fuel and oil
Other vehicles
Spectators
FP1
FP2
FP3FC4
FC7
FC5
FC8FC6
Atmospheric conditions
Value engineering / functional specs
18Further details: Value engineering
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
The functional specifications should be:1. Validated
• Most important: by the client / product owner
• By the other actors: stakeholders…
• Contractual or not, but always the major reference document for project scope.
2. Constantly updated, revised
• … and the modifications approved by the client!
• Re-negotiation of the Time – Cost – Scope triangle
19
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Functional analysis - Tip sheet
20
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
21
Specifications: principle and model
FAST, IDEF0, UML
Value engineering
Tips
Chapter 1
Dr. Rémi BacheletCentrale Lille
Implementation
Based on a project or an event that you have to organize (e.g. annual school party)
1. Draft the specs. (Model)
2. Have the client (or a third party) review/approve it …
3. Negotiate a revised and improved version with him/her
22
Dr. Rémi BacheletCentrale Lille
Tools &
Organization
1. Project scope
2. Packages and responsibilities
3. Planning
4. Global design
5. Monitoring
Conclusion
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
Advanced organization tools
photo : domaine public
Packages and responsibilities
Chapter 2
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
From a logic of functions or
"results"…
….to a logic of
work / Todo list
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
Work Breakdown Structure (WBS)
Breakdown into packages?• too simple: important elements may be omitted• too detailed: unmanagable / waste of time
Work package
27
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
How to breakdown into packages?
1. At the top, the global task of the project,
2. Analysis = successive decompositions– Breakdown into sub-packages?
• 1/Know-how, or 2/location
– … but
• A single logic to decompose a given package
• The sum of the sub-packages = the whole top package
3. Each package is manageable– One responsible person
– One SMART deliverable
28
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
From packages to responsabilities
We now have manageable packages..
.. we just need to assign them to the project actors
Who performs the work? Who manages and is responsible for the result? Who should be consulted before starting? Who should be kept informed?
29
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
Organizational Breakdown Structure (OBS)
30
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
From the WBS to the OBS: RACI matrix
• In the WBS, the packages have been defined
R.A.C.I. matrixR = ResponsibleA = ApproveC = ConsultedI = Informed
Technical packages
Project management packages
31
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
RACI : responsibility assignment matrix
Alex
Brice
Cl*
ire
Did
ier
Directo
r
*d
viso
r
WP 1 Technical package A A R C I
Technical package B A R I
WP 2 Technical package C A I
WP 3 Technical package D A I
Technical package E A R I I
Technical package F R A I
WP 4 Management package G A R C
WP 5 Management package H R R A C
Management package I R A C
WP 6 Management package J A R
WP 7 Management package K A R C
WP 8 Management package L A R C
WP 9 Management package M R A C
1. All packages2. All actors
32
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
Alex
Brice
Cl*
ire
Did
ier
Directo
r
*d
viso
r
WP 1 Technical package A A R C I
Technical package B A R I
WP 2 Technical package C A I
WP 3 Technical package D A I
Technical package E A R I I
Technical package F R A I
WP 4 Management package G A R C
WP 5 Management package H R R A C
Management package I R A C
WP 6 Management package J A R
WP 7 Management package K A R C
WP 8 Management package L A R C
WP 9 Management package M R A C
A : One and only one person responsible for each work package
33
R.A.C.I. matrixR = ResponsibleA = ApproveC = ConsultedI = Informed
Beware variations !
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
Packages &Responsibilities
W B S
R A C I
O B S
34
WBS: packages
OBS: responsibilities
RACI matrix
Chapter 2
Dr. Rémi BacheletCentrale Lille
Implementation
(continuation of the project you defined in chap. 1)
• Based on the deliverables in the specs, establish the work breakdown structure– If you had a todo list, compare it to the WBS
• Formalize the OBS– If you had established a table of actors, check
coherence
• Establish the RACI matrix for the project
35Quiz
Dr. Rémi BacheletCentrale Lille
Tools &
Organization
5. Monitoring
1. Project scope
2. Packages and responsibilities
3. Planning
4. Global design
Conclusion
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
photo : domaine public
Advanced organization tools
Planning
Chapter 3
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
The PERT chart
• PERT = Program Evaluation and Review Technique
• Tool developed for the American Navy in 1957
38
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
The PERT chart
• Network where each node is a Work Package that has:– A duration
– Preceding Waypoints (WPs)
– Succeeding WPs
39
How to calculate a PERT
Critical path…
Earliest dates
Latest dates
Earliest!
Latest!
earliest date = latest
date …
Free float: amount of time an activity can be delayed without delaying its successor
?
Critical path: sequence of activities which must be completed on time for the project to complete on due date. Delay on Critical path = the entire project is delayed
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
Planning… without calculating
• What is the most important stage of the project?
• What are the busiest periods?
Test
Final
product
PresentationMid-project
presentation
Final presentation
Project
launch
User
manual
Refine the
user manual
Meet the
clients
Create a
calendar
Production
of contract
Learn C++
VRPN
Resources
Integration
41
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
Gantt chart
Calendar for the realization of a project
– Global view1. Work packages
2. Milestones
– Identify:• critical path
• free float
– Monitor the progress/delays
42Image: source photo H Gantt: public domain
Henry Gantt,
(1861-1919)
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
Milestone
Project calendar: Gantt
Image : source
43
Progress
indicator
Recess
Critical path
Baseline
Delay
Free floatDependency
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
Image : source
Establish a Gantt
44
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
What is a milestone?
• An event associated with:– point of progression of the project– deliverable– OK from the management
• A meeting– meeting point for the actors: steering committee,
team, client, project leader...– “gate review"
• PDCA follow-up– Compare Planned vs. Realized
• Go/No go : decisions – continue, reorient, stop, – modify the specs, renegotiate the budget…
45
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
Summary
TOOLS
PlanningGantt chart
46
P E R T
Chapter 3
PERT
GANTT
Milestone
Dr. Rémi BacheletCentrale Lille
(continuation of the project you defined in chap. 1)
• Plan Simplified PERT
Gantt = project calendar
Use a software application
- Gantter (G Drive) or Ganttproject (opensource)
• Establish your milestones Meeting agenda for each one?
Implementation
47
Quiz
Dr. Rémi BacheletCentrale Lille
Tools &
Organization
5. Monitoring
1. Project scope
2. Packages and responsibilities
3. Planning
4. Global design
Conclusion
Chapter 4
Sequence
Budget
Dr. Rémi BacheletCentrale Lille
Conception d’ensembleAdvanced organization tools
photo: public domain
Global design and budget
Chapter 4
Chapter 4
Sequence
Budget
Dr. Rémi BacheletCentrale Lille
Design a project: the questions
1. Define what is requested
What is the requirement, the constraints?
2. List the tasks
What has to be done? How to break the project into packages?
3. Distribute responsibilities
Who coordinates, performs and validates each task?
4. Evaluate the duration and precedence of the tasks
How much time is needed to do… ? In what order should you proceed?
5. Take into account the resources
Which actors and resources are available/necessary (skill + time)?
50
Chapter 4
Sequence
Budget
Dr. Rémi BacheletCentrale Lille
• Establish the basis of what is requested: = Specifications
• Spec + work packages= Work breakdown structure
• WBS + who does what= RACI matrix / organizational breakdown structure
• Organizational breakdown structure + duration and order of tasks
= PERT
• PERT + available resources= Gantt, project calendar
Design a project: the tools
51
Chapter 4
Sequence
Budget
Dr. Rémi BacheletCentrale Lille
Charges
No. hours €/Hour Total €
Non financial charges
Total Personnel costs 1705
DS 16 55 880
Pilot 4 55 220
Total Consultants 11 55 605
Engineers 0 55 0
Technicians 0 35 0
Total Depreciation for machines 0
CAD 0 30 0
CAM 0 60 0
Machine tool 0 40 0
NC machine 0 70 0
Provision of materials 0
Partner n°1
Partner n°2
TOTAL non financial charges 1705
Expenditure
( = expenses, cash outflow)
Total Purchases 0
Material 0
Sub-contracting 0
Total Mission expenses 150
Travel 150
Communication 0
TOTAL expenditure 150
Overheads (10%) 0
TOTAL CHARGES 1855
Estimate resources: the budget
• 3 types of resources– Human resources, personnel
– Premises & equipment…
– Expenses, cash
• What is the budget for?1. Summarize resources
2. Evaluate feasibility
3. Request financing
52
Chapter 4
Sequence
Budget
Dr. Rémi BacheletCentrale Lille
The budget as a monitoring tool
Maintain a log from the start of the project!
Hours for consultant#1 Hours for consultant#2 Hours for steering Cost/hour
Oct-14 0 2 0 55
Nov-14 0 3 0
Dec-14 1 1 1
Jan-15 0 3 1
Feb-15 1 0 0
Mar-15 3 1 0
Apr-15 2 2 1
May-15 2 2 0
jJun-15 2 2 1
Total (€): 605 880 220
Global amount (€): 1705
54
Chapter 4
Sequence
Budget
Dr. Rémi BacheletCentrale Lille
Implementation
55
(continuation of the project you defined in chap. 1)
• Keep track of expenses Log meetings and hours of work
• Budget the project List income and expenses
… determine how much funding to
request
Quiz
Dr. Rémi BacheletCentrale Lille
Tools &
Organization
5. Monitoring
1. Project scope
2. Packages and responsibilities
3. Planning
4. Global design
Conclusion
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Advanced organization tools
photo : domaine public
Monitoring
Chapter 5
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
58
Project life cycle
Start End
Initiation
Planning
Execution and control
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Controlling a project... just an update?
• Monitor progress using:– Specs => functions realized
– Work packages => % progress
– Gantt => planned/realized
– Budget => % spent
– …
• Be proactive: anticipate, act before problems arise
Image : source
Controlling a project: check that the project is on the right path to achieving the final deliverable
59
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
The indicators
Image : source
See "Project evaluation" course
60
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Define / prioritize / monitor the risks
See "risk management" course
61
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Make the right choices
Photo Richard Dorrell cc-by : source
62
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Decision matrix
See "brainstorming” course
Solution
Selection criterion
Total RankA B C D
Choice 1 12 30 45 30 117 1
Choice 2 13 22 39 24 98 2
Choice 3 10 22 39 20 91 3
Choice 4 10 16 30 22 78 4
63
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Deviations: detection and diagnostics
• Review the planned/realized discrepancies
• Key principle: be honest
• Problem : find the root cause Insufficient time?
Lack of training?
Unsuitable tools?
No Monitoring, lack of motivation?
Objective not SMART ?
64
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Image cc-by : source
Overcome deviations
• Be positive about "what has been done"
• Re-plan in a more realistic way– Breakdown into simpler WPs
– SMART objectives
– Resolve the problems
• Objective not achieved + cause not analyzed =
65
See “Problem solving methods" course
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Post-mortem meeting
Do not finish without an assessment...
Organize one last team meeting when the project is over.
Send the questions on the agenda in advance.Template: Project Post Mortem [projectmanagementcourse.pm]
Monitoring
Indicators, risks…
Deviations
Post-mortem
Chapter 5
Dr. Rémi BacheletCentrale Lille
Further exploration
– In your past projects what kind of problems did you have ? How were you able to detect them?
– When facing a complex choice how do you make your decision?
– Remembering one of your projects fill in the post-mortem template
67
Quiz
Dr. Rémi BacheletCentrale Lille
Tools &
Organization
5. Monitoring
1. Project scope
2. Packages and responsibilities
3. Planning
4. Global design
Conclusion
Agile methods
Tips
Conclusion
Dr. Rémi BacheletCentrale Lille
photo : domaine public
Advanced organization tools
Conclusion
Agile methods
Tips
Conclusion
Dr. Rémi BacheletCentrale Lille
“Agile" project management
– Continuous involvement of the client
– Rapid iterations
– Autonomous project group
Image cc-by-sa : Source
71
• Calls into question... this course!• A Project Management based on:
– rapid correction of errors– continuous communication
• Not applicable everywhere, mainly in software engineering.
Agile methods
Tips
Conclusion
Dr. Rémi BacheletCentrale Lille
Lessons from Agile methods
Do not deliver “everything at the end"– Rapid delivery of tangible results
– Prioritize: Important functions first
– Reactivity and adaptability
72
Deliverables
Agile methods
Tips
Conclusion
Dr. Rémi BacheletCentrale Lille
Tip: "materialize" the project
How to materialize a long-term objective and to build team spirit?
– Project initiation phase Project name, logo, presentation brochure...
– Project planning Sketch, model
– Execution phase Demonstrators, prototypes …
Images : source1 cc-by-sa, source2 cc-by-sa-nc, source3 cc-by-nc, source4 cc-by-sa
73
Agile methods
Tips
Conclusion
Dr. Rémi BacheletCentrale Lille
Manage or realize? Find a balance
Balance between project realization and management
Image Tony Roberts cc-by-sa-nc : Source
Realizing a project = deliverables…, but also:– Designing
– Organizing
– Controlling
– Accounting
74
Agile methods
Tips
Conclusion
Dr. Rémi BacheletCentrale Lille
Conclusion
Further reading, references in shared notes
Practical sheets for project management
• Template for meeting minutes
• Example of Todo List
• Check-list: meeting effectiveness
• Table for project risk management
• Functional specifications tips
77
Quiz
Dr. Rémi BacheletCentrale Lille
Thank you for your attention!
http://projectmanagementcourse.pm
Version 3 (10/2014) (link)• Author/formating: Rémi BACHELET• Help with formating: Nandrianina ANDRIANARISON – AMADOU, Bich Van HOANG,
Amaury VAN ESPEN, Ghislaine PARAVersion 4 (02/2015)
• Translation: Julie FERLATVersion 5 (02/2017) (link)
• Author/formating: Rémi BACHELET