PROJECT

MANAGEMENT
23 & 24 OF
OCTOBER
WITH DAPHNE DUVERNAY
UNIVERSITY OF SOUTH TOULON VAR
[email protected]
OUTLINE
• 1ST PART : PROJECT MANAGEMENT THEORY P.5
• 1.1 PRELIMINARY DEFINITION P.6
• 1.2 STAGES OF A PROJECT P.9
• 1.3 MAIN PURPOSE OF THE PROJECT P.11
• 1.4 HOW TO QUANTIFY A PROJECT P.12
• 1.5 THE TRADITIONAL TRIPLE CONSTRAINTS P.13
• 1.6 PROJECT MANAGEMENT ACTIVITIES P.21
• 1.7 PROJECT CHARTER P.22
• 1.8 RESPONSIBILITY ASSIGNMENT MATRIX P.24

2
SUMMARY
• 2ND PART : THE 7 STEPS FOR PROJECT MANAGEMENT
• STEP 1 : PROJECT CONCEPTION : BRAINSTORMING METHOD

• STEP 2 : ANALYSIS : SCENARIO METHODS

• STEP 3 : PROJECT FORMULATION : FRAMEWORK GUIDELINE (SEE 2ND PART FOR MODEL)

• STEP 4 : DECISION : RISKS CHART AND ISHIKAWA DIAGRAM

• STEP 5 : IMPLEMENTATION : WORK DIVISION CHART (ALL PHASES AND TASKS), GANTT (SCHEDULE)

• STEP 6 : COMMUNICATION : PLAN, INTERNAL AND EXTERNAL COMMUNICATION TOOLS

• STEP 7 : POST ASSESSMENT : ASSESSMENT AND FOLLOWING-UP MODEL (SEE 2ND PART FOR MODEL) : ASSESS OUR
RESULTS WHEN THE PROJECT IS COMPLETED

3
 1.1 PRELIMINARY DEFINITION P.6
1.2 STAGES OF A PROJECT P.9
1.3 MAIN PURPOSE OF THE PROJECT P.11
1.4 HOW TO QUANTIFY A PROJECT P.12
1.5 THE TRADITIONAL TRIPLE CONSTRAINTS P.13
1.6 PROJECT MANAGEMENT ACTIVITIES P.21
1.7 PROJECT CHARTER P.22
1.8 RESPONSIBILITY ASSIGNMENT MATRIX P.24
1.1/ : PRELIMINARY DEFINITION

• PROJECT MANAGEMENT IS THE DISCIPLINE OF ORGANIZING AND MANAGING

RESOURCES IN SUCH A WAY THAT THE PROJECT IS COMPLETED WITHIN DEFINED
SCOPE, QUALITY, TIME, HUMAN RESOURCES AND COST CONSTRAINTS.
* SCOPE = THE MISSIONS TO DO TO COMPLETE THE PROJECT
* QUALITY : GOOD LEVEL OF WHAT YOU DELIVER TO THE COMPANY AT THE
END OF YOUR PROJECT
* TIME : NEED TO SCHEDULE TO PROJECT IN ORDER NOT TO GET DELAY
* HUMAN RESOURCES = H.R = ALL THE PEOPLE INVOLVED IN YOUR
PROJECT INCLUDING YOUR GROUP
* COST : IN EVERY PROJECT THERE IS A BUDGET TO MANAGE SO AVOID TO
OVER EXPENSE IT
ALL THESE 5 RESOURCES ARE CONSTRAINTS THAT MEANS SOME KIND OF DIFFICULTIES
THAT CAN MAKE YOUR PROJECT FAIL IF NOT MANAGED PROPERLY.

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• A PROJECT IS A TEMPORARY AND ONE-TIME ENDEAVOR UNDERTAKEN TO
CREATE A UNIQUE PRODUCT OR SERVICE, WHICH BRINGS ABOUT BENEFICIAL
CHANGE OR ADDED VALUE.
• TEMPORARY MEANS THAT A PROJECT DOESN’T LAST FOREVER. IT HAS A
START DATE AND AN END DATE.
• ONE TIME MEANS THAT NORMALLY A PROJECT IS NOT GOING TO BE
REPEATED. WE DO IT ONLY ONCE.
• TO CREATE A UNIQUE PRODUCT OR SERVICE = WHAT YOU DELIVER AT
THE END OF YOUR PROJECT = DELIVERY=END PRODUCT
• BENEFICIAL CHANGE OR ADDED VALUE IS FOR THE COMPANY REQUIRING
THE PROJECT

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• THIS PROPERTY OF BEING A TEMPORARY AND ONE-TIME
UNDERTAKING CONTRASTS WITH PROCESSES, OR
OPERATIONS, WHICH ARE PERMANENT OR SEMI-PERMANENT
ONGOING FUNCTIONAL WORK TO CREATE THE SAME
PRODUCT OR SERVICE OVER AND OVER AGAIN.

• THE MANAGEMENT OF THESE TWO SYSTEMS IS OFTEN VERY

DIFFERENT AND REQUIRES VARYING TECHNICAL SKILLS AND
PHILOSOPHY, HENCE REQUIRING THE DEVELOPMENT OF
PROJECT MANAGEMENT.

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• THE FIRST CHALLENGE OF PROJECT MANAGEMENT IS TO
MAKE SURE THAT A PROJECT IS DELIVERED WITHIN
DEFINED CONSTRAINTS.

• THE SECOND, MORE AMBITIOUS CHALLENGE IS THE

OPTIMIZED ALLOCATION AND INTEGRATION OF INPUTS
NEEDED TO MEET PRE-DEFINED OBJECTIVES.
• A PROJECT IS A CAREFULLY DEFINED SET OF ACTIVITIES THAT
USE RESOURCES (MONEY, PEOPLE, MATERIALS, ENERGY,
PROVISIONS, COMMUNICATION, ETC.) TO MEET THE PRE-
DEFINED OBJECTIVES.

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 1.2 / STAGES OF A PROJECT

• PHASE : PART OF A PROJECT. THERE ARE SEVERAL TASKS INSIDE A

PHASE. EACH PHASE HAS A NAME, A COST, A DURATION, A WORKLOAD,
AND A RESPONSIBLE.
EXAMPLE : REALIZATION OF THE DINER

• TASK : SMALLER PART OF A PHASE. IT IS AN ACTION TO DO THAT’S

WHY A TASK IS AN ACTING VERB. EACH TASK HAS A DURATION, A
WORKLOAD, A COST AND A HUMAN RESOURCE. IT IS IMPOSSIBLE TO
SUBDIVIDE A TASK.
EXAMPLE : TO BUY FOOD, TO COOK THE MEAT,…
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To • PROJECT MISSION TITLE
divide Start+end dates
into Duration
main Workload (d/p)
steps Phase A : Title starts with a name
H.R names
Task n°1 : Title starts with a verb Cost
To Task n°2
divide Task n°3
into the Task n°4
smallest
We don’t do this at the
parts Phase B :
Start+end dates beginning of the project
Task n°5 but later when we know
Task n°6 Duration better what to do. It
Task n°7 Workload (d/p) means filling a specific
Task n°8 H.R names document called « Work
division chart » that we
Cost
Phase C will study on december
Task n°9
Task n°10…..
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• A TASK IS THE SMALLEST PART OF THE PROJECT. WE CAN’T DIVIDE MORE.

• THE NUMBER OF PHASES AND TASKS IS DIFFERENT ACCORDING TO THE SIZE AND
THE COMPLEXITY OF THE PROJECT. I CAN OBSERV FOR YOUR TUTORED PROJECT
THAT MOST OF THE TIME YOU HAVE BETWEEN 4 TO 6 PHASES, AND BETWEEN 25
TO 35/40 TASKS

• THERE ARE ALWAYS SOME TASKS INSIDE EACH PHASE.

• THE NUMBER OF TASKS BETWEEN THE PHASES HAS TO BE BALANCED = AVOID TO

HAVE A PHASE WITH 15 TASKS AND ANOTHER ONE WITH 2 OR 3 TASKS

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• MILESTONE : UNMISSABLE TASK FOR THE PROJECT. AMONG ALL YOUR
TASKS IN YOUR PROJECT, SOME OF THEM ARE MILESTONES. THERE IS
ALWAYS A MILESTONE AT THE END OF A PHASE. IT’S A TASK ON WHICH
YOU MUST NOT GET DELAYED IF NOT THE WHOLE PROJECT WILL BE
DELAYED.

• ALL THE MILESTONES OF A PROJECT REPRESENTS THE CRITICAL PATH =

THE MAXIMUM TIME WE HAVE TO REALIZE THE PROJECT (DEFINED BY THE
PERT METHOD) = YOU MAKE THE ADDITION (+) OF ALL YOUR MILESTONES
DURATION. IF YOU USE MORE TIME THAN THIS RESULT, THEN ALL YOUR
PROJECT IS DELAYED
EXAMPLE : TO CHECK IF THERE IS FOOD ENOUGH FOR ALL THE GUESTS.
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• EXAMPLE OF A MILESTONE. IMAGINE YOU WORK FOR HONDA AND YOU HAVE TO CREATE A MOTORBIKE

• PHASE B : COMPONENTS COLLECTING : OCT 1ST TO OCT 26TH

• TASK N°7 : TO COLLECT THE WHEELS : OCT 1ST TO OCT 10TH
• TASK N°8 : TO COLLECT THE ENGINE : OCT 3RD TO OCT 15TH
• TASK N°9 : TO COLLECT THE LIGHTS : OCT 17TH TO OCT 25TH = ALSO A MILESTONE
• TASK N°10 : TO CHECK ALL THE COMPONENTS DELIVERY ON TIME : OCT 26TH-OCT 26TH = MILESTONE

• PHASE C : MOTORBIKE ASSEMBLING : OCT 27TH – TO NOV 15TH

• EXPLANATIONS : YOU NEED TO GET ALL YOUR COMPONENTS ON OCT 25TH MAXIMUM. BECAUSE ON OCT 26TH YOU HAVE TO
CHECK ALL OF THEM. SO FOR TASK N°9 YOU CAN’T BE DELAYED BECAUSE IF YOU ARE DELAYED, YOU WON’T HAVE THE LIGHTS
READY FOR OCT 26TH. THAT’S WHY THIS TASK IS A MILESTONE.

• BUT FOR TASKS N°7 AND 8, THEY ARE NOT MILESTONES BECAUSE IF YOU NEED YOU CAN USE MORE TIME. IN FACT YOU CAN USE
DELAY UNTIL OCT 25TH. FOR THE WHEELS IF YOU NEED YOU CAN GET 15 DAYS DELAY (OCT 25TH-OCT 10TH) AND FOR THE
ENGINE YOU CAN USE 10 DAYS DELAY (OCT 25TH-OCT 15TH). SO THESE 2 TASKS ARE NOT A MILESTONE

• TASK N°10 IS ALSO A MILESTONE BECAUSE PHASE C STARTS THE FOLLOWING DAY ON OCT 27TH. SO IF YOU ARE LATE ON TASK
N°10, THEN YOU WILL BE LATE TO START PHASE C. AND YOU HAVE A RISK OF YOUR PROJECT DELAY ALSO

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 1.3/ MAIN PURPOSE OF THE PROJECT
▪ SPECIFICATIONS : A CONTRACTUAL DOCUMENT FROM TEAM LEADER TO SUPPLIERS IN ORDER TO CHECK
THE CONFORMITY OF THE DELIVERY. (SEE 2ND PART FOR MODEL). THERE IS ALWAYS A SPECIFICATIONS
CONTRACT IN EVERY PROJECT EXCEPTING YOURS BECAUSE MOST OF THE TIME YOU DON’T HAVE ANY
SUPPLIER. SO YOU DON’T NEED TO WRITE THIS DOCUMENT. IT’S JUST FOR YOUR KNOWLEDGE.

• DELIVERY : WHAT IS DELIVERED TO THE COMPANY AT THE END OF THE PROJECT, DEFINED BY THE REGISTER
OF RESPONSIBILITIES (THE END PRODUCT). IT’S THE RESULT OF YOUR PROJECT THAT WE MUST
UNDERSTAND IN YOUR PROJECT MISSION TITLE. THIS END PRODUCT CAN BE A REPORT OR A NUMBER OF
SALES OR CONTRACTS OR A PRODUCT OR A SERVICE

• INTERMEDIATE DELIVERIES : INTERMEDIATE PRODUCTS OR SERVICES OR

REPORTS/DOCUMENTS/CONTRACTS, TO REALIZE ALL ALONG THE PROJECT AND NECESSARY TO OBTAIN
THE END PRODUCT.

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• EXAMPLE : HONDA ASKS YOU TO CREATE A NEW MODEL OF MOTORBIKE.
• WHAT IS THE END PRODUCT? THE NEW MODEL = PROTOTYPE OF MOTORBIKE = THE NEW
MODEL
• WHAT ARE THE POSSIBLE INTERMEDIATE DELIVERIES?
• DESIGN CHART
• DEMAND SURVEY (TO KNOW CUSTOMERS NEEDS)
• PRICE POLICY OR FINANCIAL PLAN
• SECURITY STANDARDS
• COMPONENTS : MIRROR, WHEELS, LIGHTS, BREAK….T-LOCK
• COMPETITORS SURVEY
• ADVERTISING PLAN
• FRAMEWORK GUIDELINE = PROJECT CONTRACT
• SPECIFICATIONS = CONTRACT WITH THE SUPPLIERS
 EXERCISE :

• YOU WORK FOR BEN AND JERRY’S ICE CREAM (WORLDWIDE FAMOUS NEW ZEALAND BRAND). THEY WANT TO
OPEN A TEMPORARY CAFÉ IN HANOI FROM 2025 MAY 1ST TO AUGUST 31ST. IN THIS CAFÉ, PEOPLE CAN COME,
CREATE AND BUY THEIR OWN ICE CREAM.

• 1/ WHAT IS THE END PRODUCT?

• 2/ WHAT ARE THE INTERMEDIATE DELIVERIES?

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 1.4/ HOW TO QUANTIFY A PROJECT
• QUANTITY OF WORKING TIME NECESSARY TO CONDUCT THE PROJECT. THAT MEANS IF THE DURATION IS
NOT IN DAYS YOU HAVE TO CONVERT IT IN DAYS USING THE FRENCH LEGAL WORKING TIME.

• WORKLOAD : THIS IS A DAY UNIT PER HUMAN RESOURCE (PERSON) (D/P) TO MEASURE THE TO
CALCULATE WE USE THE LEGAL WORKING TIME : IN FRANCE A WORKING DAY = 8 HOURS A DAY,
DURING 5 DAYS A WEEK; 22 DAYS/MONTH

2 KINDS OF WORKLOAD :
- INDIVIDUAL WORKLOAD (IF ONLY 1 HUMAN RESSOURCE TO DO THE WORK)
- COLLECTIVE WORKLOAD : FOR MORE THAN 1 PERSON

THE WORKLOAD IS USED TO :

- DETERMINE THE PROJECT BUDGET (CALCULATE THE HUMAN RESOURCES SALARY)
- TO DEFINE THE PROJECT HUMAN RESOURCES (TEAM) SIZE AND STAKES

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• TO GIVE YOU AN IDEA OF THE PROJECT SIZE ACCORDING TO THE
WORKLOAD :
• PROJECT < 66 D/P => VERY SMALL PROJECT (< 3 MONTHS)
• PROJECT < 98 D/P => SMALL PROJECT (< 9 MONTHS
• PROJECT < 880 D/P => MEDIUM PROJECT (< 40 MONTHS
• PROJECT < 2200 D/P => BIG PROJECT (< 100 MONTHS)
• PROJECT > 2200 D/P => VERY BIG PROJECT (>100MONTHS)

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• THE WORKLOAD IS LINKED TO THE DURATION OF THE PHASE
OR TASK.

• THE DURATION REPRESENTS THE TIME NECESSARY TO

CONDUCT THE PROJECT (IT CAN BE IN DAYS, HOURS,
MONTHS, WEEKS). IT DEPENDS ON THE SIZE OF THE PROJECT
TEAM :
• AS AN EXAMPLE : 9 PEOPLE DURING 1 MONTH IS NOT EQUIVALENT TO 1 PEOPLE DURING 9
MONTHS

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◼EXAMPLE : TO REALIZE THE HONDA PROJECT IT TAKES 14 MONTHS. YOU ARE A TEAM OF 6 PERSONS,
BUT EACH PERSON CAN ONLY WORK 3 DAYS A WEEK ON THIS PROJECT.
WHAT IS THE INDIVIDUAL WORKLOAD?
YOU KNOW FULL TIME IS 5 DAYS A WEEK. BUT WE ARE PART TIME (3 DAYS A WEEK). SO
WE NEED 1ST TO CALCULATE HOW MANY WORKING WEEKS WE HAVE IN 1 MONTH :
22D/5D = 4.4 WEEKS/MONTH
3DX4,4W = 13,2D/M. AS THE DURATION = 14 MONTHS, THEN I MULTIPLY = 13,2X14M=184,8D/P

WHAT IS THE COLLECTIVE WORKLOAD?

TOTAL CAPACITY OF WORK :
184,8X6PERSONS = 1108,8D/P
EVEN IF 1108,8D/P REPRESENTS SOMEWHAT LIKE 3 YEARS, IT IS NOT A DURATION. IT DOES NOT MEAN THAT THE
PROJECT WILL LAST 1108,8 DAYS. THE PROJECT DURATION IS 14 MONTHS (ALMOST 400 DAYS). 1008 REPRESENTS
AN EQUIVALENT OF WORK FORCE YOU CAN USE TO REALIZE THE DIFFERENT PHASES OR TASKS OF YOUR PROJECT.

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EXERCISE 1 : YOU ARE THE TEAM LEADER OF A PROJECT GROUP OF 3
PERSONS (SO 4 PERSONS INCLUDING YOU). YOU HAVE TO CREATE THE
HONDA NEW MOTORBIKE DESIGN CHART. IT TAKES 24H TO DO IT. ALL
WORK FULL TIME.

1/ WHAT IS THE INDIVIDUAL WORKLOAD?

2/ WHAT IS THE COLLECTIVE WORKLOAD?

3/ WHAT WILL BE THE DURATION IF THE TEAM SHARES THE WORK

EQUALLY?

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◼EXERCISE 2 : WE ARE 40 PERSONS ASSISTING TO THIS LECTURE WHICH LASTS 4H
:

WHAT IS THE INDIVIDUAL WORKLOAD?

WHAT IS THE COLLECTIVE WORKLOAD?

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• EXERCISE 3 : YOU ARE A TEAM OF 3 PERSONS. YOUR TASK IS TO CREATE A
PROMOTIONAL CAMPAIGN FOR A DURATION OF 12 MONTHS.
• 1/ WHAT IS THE INDIVIDUAL WORKLOAD?
• 2/ WHAT IS THE DURATION IF 3 PERSONS WORK FULL TIME TO SHARE EQUALLY THE
WORK?
• 3/ WHAT IS THE INDIVIDUAL WORKLOAD FOR EACH PERSON IF 2 PERSONS WORK FULL
TIME BUT 1PERSON WORKS PART TIME (HALF DAY) IN ORDER TO SHARE THE WORK?
• 4/ WHAT IS THE COLLECTIVE WORKLOAD OF THE PROJECT, EVERYONE WORKING FULL
TIME AND NOT SHARING THE WORK?

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• ABOUT Q3 :
• WHAT ARE THE CONSEQUENCES/PROBLEMS FOR THE PROJECT THAT P3 IS
SUDDENLY PART TIME?

• WHAT ARE THE POSSIBLE SOLUTIONS FOR THIS COMPANY NOT TO GET ANY
DELAY?

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• EXERCISE 4 : FOR A PROJECT, A TEAM OF 8 PERSONS WORKING FULL TIME DURING 75
WEEKS.

• WHAT IS THE INDIVIDUAL WORKLOAD OF THIS PROJECT?

• WHAT IS THE COLLECTIVE WORKLOAD OF THE PROJECT?

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EXERCISE 5 : YOU ARE THE TEAM LEADER OF A PROJECT GROUP OF 7 PERSONS
IN TOTAL. YOU HAVE TO FIND THE PLACE FOR THE BEN & JERRY’S
TEMPORARY CAFE. IT TAKES 3 MONTHS TO DO IT. 3 OF YOU WORK HALF
TIME, 2 OF YOU WORK 20% OF THE TIME ON IT ET 2 OF YOU ARE FULL TIME.

1/ WHAT IS THE INDIVIDUAL WORKLOAD?

2/ WHAT IS THE COLLECTIVE WORKLOAD?

3/ WHAT WILL BE THE DURATION IF THE TEAM SHARES THE WORK EQUALLY
EVERYONE WORKING FULL TIME?

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• EXERCISE 6 : AS THE TEAM LEADER OF YOUR PROJECT GROUP, YOU NEED TO
ORGANISE AN IMPORTANT MEETING THAT WILL LAST 2.5 HOURS. YOU INVITE 12
PEOPLE.

• WHAT IS THE INDIVIDUAL WORKLOAD?

• WHAT IS THE COLLECTIVE WORKLOAD?

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• DURATION : THIS IS THE TIME ALLOWED TO REALIZE A TASK. IT CAN BE
DAYS, WEEKS OR MONTHS. TO REDUCE A DURATION, ALLOW SEVERAL
PEOPLES TO DO A SAME TASK (SO THERE IS A LINK BETWEEN
WORKLOAD AND DURATION OF A TASK).

• DELAY : THIS IS A PROBLEM WHEN YOU CAN’T RESPECT THE

DEADLINE OF A TASK. A TASK TAKES MORE TIME SO FINALLY ALL THE
PROJECT WILL HAVE A LONGER DURATION.

• COST : THIS IS THE MONETARY VALUE (VND OR $) : HOW MUCH DOES

EACH TASK COST. IT CAN BE INTERNAL OR EXTERNAL COST (IT MEANS
YOU BUY AN EQUIPMENT FROM A DEPARTMENT OF YOUR SOCIETY OR
FROM A SUPPLIER).

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◼FOR YOUR TUTORED PROJECT, YOU WILL HAVE TO DETERMINE YOUR INTERNAL AND EXTERNAL
COSTS.
◼EXTERNAL COST =
 WHEN YOU PURCHASE SOMETHING TO AN EXTERNAL SUPPLIER
◼INTERNAL :
 WHEN YOU PURCHASE OR BORROW SOMETHING TO ANOTHER DEPARTMENT OF YOUR
ENTERPRISE.
 EACH EMPLOYEE OF THE COMPANY WORKING FOR THE PROJECT REPRESENTS A COST IN
TERM OF SALARY TO CALCULATE.
 PROJECT GROUP SALARY AND FEES

FOR YOUR PROJECT OR FOR THE EXERCISES, IF YOU DON’T HAVE ANY INFORMATION ABOUT
THE COST IN VND OR $, THEN JUST WRITE THE DIFFERENT KIND OF COSTS (BUT NO NEED TO
EVALUATE HOW MUCH) AND YOU CLASSIFY EACH KIND OF COST IF INTERNAL OR EXTERNAL.

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1.5/ THE TRADITIONAL TRIPLE CONSTRAINTS

• LIKE ANY HUMAN UNDERTAKING, PROJECTS NEED TO BE

PERFORMED AND DELIVERED UNDER CERTAIN
CONSTRAINTS. TRADITIONALLY, THESE CONSTRAINTS HAVE
BEEN LISTED AS SCOPE, TIME, AND COST.

• THESE ARE ALSO REFERRED TO AS THE PROJECT MANAGEMENT

TRIANGLE, WHERE EACH SIDE REPRESENTS A CONSTRAINT.

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▪THE PROJECT MANAGEMENT TRIANGLE

• ONE SIDE OF THE TRIANGLE

CANNOT BE CHANGED
WITHOUT IMPACTING THE
OTHERS.

• A FURTHER REFINEMENT OF
THE CONSTRAINTS
SEPARATES PRODUCT
'QUALITY' OR
'PERFORMANCE' FROM
SCOPE, AND TURNS QUALITY
INTO A FOURTH CONSTRAINT.
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• TIME
• FOR ANALYTICAL PURPOSES, THE TIME REQUIRED TO PRODUCE A
DELIVERABLE IS ESTIMATED USING SEVERAL TECHNIQUES.
• THE WORK EFFORT FOR EACH TASK IS ESTIMATED AND THOSE ESTIMATES
ARE ROLLED UP INTO THE FINAL DELIVERABLE ESTIMATE.

• THE TASKS ARE ALSO PRIORITIZED, DEPENDENCIES BETWEEN TASKS

ARE IDENTIFIED, AND THIS INFORMATION IS DOCUMENTED IN A
PROJECT SCHEDULE.
• THE DEPENDENCIES BETWEEN THE TASKS CAN AFFECT THE LENGTH OF THE
OVERALL PROJECT (DEPENDENCY CONSTRAINED), AS CAN THE
AVAILABILITY OF RESOURCES (RESOURCE CONSTRAINED).
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• COST :
• COST TO DEVELOP A PROJECT DEPENDS ON SEVERAL VARIABLES
INCLUDING (CHIEFLY): LABOR RATES, MATERIAL RATES, RISK
MANAGEMENT, PLANT (BUILDINGS, MACHINES, ETC.), EQUIPMENT, AND
PROFIT.

• WHEN HIRING AN INDEPENDENT CONSULTANT FOR A PROJECT, COST

WILL TYPICALLY BE DETERMINED BY THE CONSULTANT'S OR FIRM'S PER
DIEM RATE MULTIPLIED BY AN ESTIMATED QUANTITY FOR COMPLETION.

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• SCOPE
• REQUIREMENTS SPECIFIED FOR THE END RESULT.
• THE OVERALL DEFINITION OF WHAT THE PROJECT IS SUPPOSED TO
ACCOMPLISH, AND A SPECIFIC DESCRIPTION OF WHAT THE END RESULT
SHOULD BE OR ACCOMPLISH.

• A MAJOR COMPONENT OF SCOPE IS THE QUALITY OF THE FINAL

PRODUCT.
• THE AMOUNT OF TIME PUT INTO INDIVIDUAL TASKS DETERMINES THE
OVERALL QUALITY OF THE PROJECT.
• SOME TASKS MAY REQUIRE A GIVEN AMOUNT OF TIME TO COMPLETE
ADEQUATELY, BUT GIVEN MORE TIME COULD BE COMPLETED
EXCEPTIONALLY.
• OVER THE COURSE OF A LARGE PROJECT, QUALITY CAN HAVE A
SIGNIFICANT IMPACT ON TIME AND COST (OR VICE VERSA).

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• THE TIME CONSTRAINT REFERS TO THE AMOUNT OF TIME AVAILABLE
TO COMPLETE A PROJECT.

• THE COST CONSTRAINT REFERS TO THE BUDGETED AMOUNT

AVAILABLE FOR THE PROJECT.

• THE SCOPE CONSTRAINT REFERS TO WHAT MUST BE DONE TO

PRODUCE THE PROJECT'S END RESULT.

• AS A RESULT, THESE THREE CONSTRAINTS ARE OFTEN COMPETING

CONSTRAINTS:
• INCREASED SCOPE TYPICALLY MEANS INCREASED TIME AND INCREASED
COST,
• A TIGHT TIME CONSTRAINT COULD MEAN INCREASED COSTS AND REDUCED
SCOPE,
• AND A TIGHT BUDGET COULD MEAN INCREASED TIME AND REDUCED SCOPE.
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• THE DISCIPLINE OF PROJECT MANAGEMENT IS ABOUT
PROVIDING THE TOOLS AND TECHNIQUES THAT ENABLE
THE PROJECT TEAM (NOT JUST THE PROJECT MANAGER)
TO ORGANIZE THEIR WORK TO MEET THESE
CONSTRAINTS.

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• ANOTHER APPROACH TO PROJECT MANAGEMENT IS TO
CONSIDER THE THREE CONSTRAINTS AS FINANCE, TIME AND
HUMAN RESOURCES.
• IF YOU NEED TO FINISH A JOB IN A SHORTER TIME, YOU CAN THROW
MORE PEOPLE AT THE PROBLEM, WHICH IN TURN WILL RAISE THE COST
OF THE PROJECT.

• UNLESS BY DOING THIS TASK QUICKER WE WILL REDUCE COSTS

ELSEWHERE IN THE PROJECT BY AN EQUAL AMOUNT.

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1.6/ PROJECT MANAGEMENT ACTIVITIES
1.PLANNING THE WORK OR OBJECTIVES 12. ANALYZING THE RESULTS BASED ON
THE FACTS ACHIEVED
2. ANALYSIS & DESIGN OF OBJECTIVES
AND EVENTS 13. DEFINING THE PRODUCTS OF THE
PROJECT
3. ASSESSING AND CONTROLLING RISK
(OR RISK MANAGEMENT) 14. FORECASTING FUTURE TRENDS IN THE
PROJECT
4. ESTIMATING RESOURCES
15. QUALITY MANAGEMENT
5. ALLOCATION OF RESOURCES
16. ISSUES MANAGEMENT
6. ORGANIZING THE WORK
17. ISSUE SOLVING
7. ACQUIRING HUMAN AND MATERIAL
RESOURCES 18. DEFECT PREVENTION
8. ASSIGNING TASKS 19. IDENTIFYING, MANAGING &
CONTROLLING CHANGES
9. DIRECTING ACTIVITIES
20. PROJECT CLOSURE
10. CONTROLLING PROJECT EXECUTION
21. COMMUNICATING TO STAKEHOLDERS
11. TRACKING AND REPORTING
PROGRESS 22. INCREASING/ DECREASING A
COMPANY'S WORKERS
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1.6/ PROJECT MANAGEMENT ACTIVITIES

• STEP 1 : PROJECT CONCEPTION : BRAINSTORMING METHOD

• STEP 2 : ANALYSIS : SCENARIO METHODS

• STEP 3 : PROJECT FORMULATION : FRAMEWORK GUIDELINE (SEE 2ND PART FOR MODEL)

• STEP 4 : DECISION : RISKS CHART AND ISHIKAWA DIAGRAM

• STEP 5 : IMPLEMENTATION : WORK DIVISION CHART (ALL PHASES AND TASKS), GANTT (SCHEDULE)

• STEP 6 : COMMUNICATION : PLAN, INTERNAL AND EXTERNAL COMMUNICATION TOOLS

• STEP 7 : POST ASSESSMENT : ASSESSMENT AND FOLLOWING-UP MODEL (SEE 2ND PART FOR MODEL) :
ASSESS OUR RESULTS WHEN THE PROJECT IS COMPLETED

• THIS SLIDE REPRESENTS THE DIFFERENT STEPS TO FOLLOW IN THIS ORDER TO COMPLETE A PROJECT.
ALL PROJECTS IN MARKETING OR COMMERCE OR COMMUNICATION FOLLOW THESE 7 STEPS. THAT
MEANS THEY ARE GOING TO BE OUR OUTLINE FOR THIS TEACHING. WE WILL SEE SOME TOOLS TO APPLY
FOR EACH ONE OF THESE STEPS

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 1.8/ RESPONSIBILITY ASSIGNMENT MATRIX

• RESPONSIBILITY ASSIGNMENT MATRIX (RAM) IS

TYPICALLY USED TO LINK ACTIVITIES TO RESOURCES TO
ENSURE THAT THE SCOPE'S COMPONENTS ARE EACH
ASSIGNED TO AN INDIVIDUAL OR TEAM;
• ONE TYPE OF RAM IS BASED ON THE RACI FORMAT
(RESPONSIBLE, ACCOUNTABLE, CONSULT AND INFORM).
• THIS TYPE OF RAM IS CALLED A RACI CHART, BECAUSE IT ASSIGNS THE
ROLE THAT THE RESOURCE IS TO PLAY FOR EACH GIVEN ACTIVITY.
• THESE CHARTS CAN BE CONSTRUCTED AT A HIGH LEVEL (GENERAL
AREAS) OR AT A DETAILED LEVEL (LOW LEVEL TASKS).

• A TABLE IS DRAWN, USUALLY WITH ACTIVITIES ON THE VERTICAL

EDGE AND RESOURCES ON THE HORIZONTAL EDGE
(ORGANIZATION BREAKDOWN STRUCTURE). NOT EVERY
RESOURCE WILL HAVE AN ENTRY FOR EVERY ACTIVITY.
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Role Definition
Responsible This role conducts the actual work/owns the problem. There can
be multiple Rs (this is called project teamworking)

Accountable This role approves the completed work and is held fully
accountable for it. There should be only one A (teamworking
leader = project manager)
Supportive This role provides additional resources to conduct the work or
plays a supportive role in implementation (internal or external
suppliers/sponsor).
Consulted This role has the information and/or capability to complete the
work. Two-way communication (typically between R and C).
(internal or external experts)
Informed This role is to be informed of progress and results. One-way
communication (typically from R to A).
Verifies This role checks the work to ensure that it meets all defined
criteria and standards. (sponsor/contractual owner)

Signs This role signs off on the completed work. (Contractual owner
(manager enterprise) +team leader)

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• TO SUM UP THE BOARD CHART, 2 KINDS OF PROJECT ACTORS :
• STRATEGICAL ACTORS = ACTORS WHO HAVE A POWER OF DECISION, OF ALLOCATING
BUDGET. THEY CHECK, CONTROL, VERIFY, VALIDATE BUT THEY DON’T WORK ON THE
PROJECT MISSION ITSELF.
• SHAREHOLDERS
• BOARD OF DIRECTORS
• THE CONTRACTUAL OWNER = THE COMPANY WHICH GIVE YOU THE MISSION
• OPERATIONAL ACTORS : THEY WORK CONCRETLY ON SOME PARTS OR WHOLE PROJECT
MISSION. THEY HAVE TO DELIVER THE END PRODUCT TO THE STRATEGICAL ACTORS :
• PROJECT GROUP WITH THE TEAM LEADER
• SUPPLIERS
• EXPERTS
• CONSULTANTS
• CUSTOMERS OR USERS OF THE END PRODUCT (WHAT YOU DELIVER AT THE END)….
EVEN IF THE USERS DON’T WORK ON THE PROJECT MISSIONS, THE END PRODUCT IS DESIGNED TO MEET THEIR
NEEDS AND EXPECTATIONS. THAT’S WHY WE INCLUDE THEM AS OPERATIONAL ACTORS.
USERS CAN BE CUSTOMERS OR EMPLOYEES, DEPENDING ON WHO IS THE TARGET OF THE END PRODUCT.

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STEP 1 : PROJECT CONCEPTION

• THIS 1ST ACTIVITY HAS FOR OBJECTIVE TO OBTAIN THE PROJECT MISSION TITLE.
• TO HELP YOU, YOUR TITLE MUST ANSWER THE FOLLOWING QUESTION :
• WHAT IS THE FINAL CUSTOMERS’NEED OR DEMAND, THE PROJECT HAS TO
SATISFY? IN FACT IT MEANS : WHEN WE READ YOUR PROJECT TITLE, WE MUST
UNDERSTAND WHAT WILL BE THE END PRODUCT
• AND TO FIND SOME IDEAS AT THIS QUESTION, WE NEED TO BE CREATIVE AND WE
CAN USE THE BRAINSTORMING METHOD (3RD PART)

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STEP 2 : ANALYSIS
USING THE PROJECT MISSION TITLE WHICH HAS BEEN VALIDATED ALREADY BY
THE CONTRACTUAL OWNER, YOU START WORKING ON THE PROJECT DETAILS.

IT’S TIME TO ANTICIPATE THE DIFFERENT POSSIBLE WAYS TO REALIZE THE

PROJECT.

IF WE GIVE THE SAME PROJECT TITLE TO DIFFERENT GROUP OF PROJECT WE

WILL OBTAIN DIFFERENT MANNERS TO DO THE PROJECT. SO IT IS THE
ORIENTATION YOU HAVE TO FOLLOW USING THE :
SCENARIO METHOD (3R PART)

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SCENARIO PLANNING RESOURCE
• SCENARIO PLANNING IS A METHOD FOR LEARNING ABOUT THE FUTURE BY UNDERSTANDING THE
NATURE AND IMPACT OF THE MOST UNCERTAIN AND IMPORTANT DRIVING FORCES AFFECTING
OUR WORLD. IT IS A GROUP PROCESS WHICH ENCOURAGES KNOWLEDGE EXCHANGE AND
DEVELOPMENT OF MUTUAL DEEPER UNDERSTANDING OF CENTRAL ISSUES IMPORTANT TO THE
FUTURE OF YOUR BUSINESS. THE GOAL IS TO CRAFT A NUMBER OF DIVERGING STORIES BY
EXTRAPOLATING UNCERTAIN AND HEAVILY INFLUENCING DRIVING FORCES. THE STORIES
TOGETHER WITH THE WORK GETTING THERE HAS THE DUAL PURPOSE OF INCREASING THE
KNOWLEDGE OF THE BUSINESS ENVIRONMENT AND WIDEN BOTH THE RECEIVER'S AND
PARTICIPANT'S PERCEPTION OF POSSIBLE FUTURE EVENTS.

• THE METHOD IS MOST WIDELY USED AS A STRATEGIC MANAGEMENT TOOL, BUT THIS AND
SIMILAR METHODS HAVE BEEN USED FOR ENABLING OTHER TYPES OF GROUP DISCUSSION
ABOUT A COMMON FUTURE.

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• A SCENARIO IS A SHORT STORY( LIKE A MOVIE SCENARIO). TO SIMPLIFY, FOLLOW THE FOLLOWING
STEPS :
• 1°/ FIND 3 DIFFERENT WAYS TO DO THE PROJECT AND GIVE THEM A TITLE (A, B, C) (SLIDE N°77)

• 2°/ WRITE THE SCENARIO FOR EACH ONE OF THEM (MORE OR LESS HALF A PAGE TO 1P.) : SLIDE
N°78

• 3°/ FOR EACH SCENARIO (UNDER EACH STORY), PRECISE THE ADVANTAGES AND
INCONVENIENCES : SLIDE N°79

• 4°/ CHOOSE WHICH SCENARIO IS THE BEST FOR YOU TO FOLLOW. FOR THAT YOU HAVE TO
COMPARE YOUR 3 SCENARIO (IN TERM OF FEASIBILITY, CREATIVITY, EFFICIENCY, BENEFIT FOR
THE COMPANY AND COST). THEN YOU CHOOSE ONLY 1 SCENARIO AND JUSTIFY YOUR CHOICE.
SLIDE N°80

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• STEP 1/4 : WRITE YOUR MAIN PROJECT TITLE AND FIND YOUR 3 SCENARIOS TITLES
• EXAMPLE
• MISSION TITLE : « PROMOTE THE OPENING OF A NEW ADIDAS STORE IN HANOI » :
• A) ORGANIZE AN EVENT INSIDE THE SHOP
• B) PROPOSE A LOYALTY PROGRAM FOR CUSTOMERS
• C) REALIZE A PROMOTIONAL CAMPAIGN (OFFERING SAMPLES, DISCOUNTS, GIFT…)

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STEP 2/4 : CONTENT OF YOUR 3 SCENARIOS

• FOR EACH OF YOUR SCENARIO, YOU MUST WRITE :

• THE SCENARIO CONTENT = WHAT THIS SCENARIO IS ABOUT
• THE SCOPE OF THE SCENARIO = LISTING OF THE DIFFERENT MISSIONS TO
COMPLETE
• THE SCHEDULE OF YOUR MAIN MILESTONES INCLUDING THE WORK SHARING
(WHO DO WHAT = NAME OF THE PEOPLE IN YOUR GROUP DOING EACH
MILESTONE)

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STEP 3/4 : EVALUATE THE + AND – OF EACH
SCENARIO

• FOR EACH OF YOUR SCENARIO, CREATE A 2 COLUMNS CHART

PRECISING WHAT ARE THE PRO, STRENGHS (+) AND THE CONS,
WEAKNESSES (-) OF EACH SCENARIO. AND PUT THIS CHART UNDER
EACH SCENARIO DESCRIPTION:
Scenario A
Strenghs + Weaknesses (-)
- -
- -
- -
- --
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 Step 4/4 : Choosing the best scenario to follow :
For that, 2 things to do : 1st fill the Board chart comparison and 2nd write the
conclusion of the scenario method as explained under the chart :
Scenario A Scenario B Scenario C
Feasibility
creativity
efficiency
Benefit for the
company
Cost
So in each square, you write some comments about your opinion for each

When you have finished to fill this board chart, then you write a paragraph for conclusion. You
explain which one is the best scenario according to you and why. So at the end you must choose
only 1 scenario, and it will be the one you follow until the end of your project

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STEP 3 : PROJECT FORMULATION
• THANKS TO STEP 1 YOU HAVE DEFINED YOUR PROJECT MISSION TITLE. AND THANKS TO
STEP 2? YOU KNOW WHAT IS YOUR BEST SCENARIO TO FOLLOW. SO, YOU HAVE NOW
TO THINK ABOUT THE CONTENT OF THE PROFESSIONAL MISSION IN TERMS OF :
• GOALS TO REACH
• SCOPE
• CONSTRAINTS, TIME, MONEY….
• FOR THAT YOU HAVE TO FILL A CONTRACTUAL FORM PRESENTED IN THE 2ND PART
CALLED : FRAMEWORK GUIDELINE, OR EXECUTIVE SUMMARY OR FRAMEWORK
MEMORANDUM (SAME THING),
• MUST BE VALIDATED BY THE CONTRACTUAL OWNER = YOUR COMPANY
• REPRESENTS THE CONTRACT OF YOUR PROJECT
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 2.1/ THE FRAMEWORK GUIDELINE = PROJECT CONTRACT FRAMEWORK

• THE FRAMEWORK GUIDELINE OR MEMORANDUM IS A RE-FORMULATION OF

THE PROJECT CONTENT BY THE TEAM LEADER AND HIS TEAM. THANKS TO
THE INFORMATIONS GIVEN BY THE CONTRACTING OWNER, THE TEAM WILL
PROCEED TO ANALYSE THEM AND THEN TO WRITE THEM.

• IMPORTANT POINT : WHEN A CONTRACTING OWNER (YOUR COMPANY)

EXPLAINS A NEED, HE OFTEN DOESN’T SAY ALL HE HAS IN HIS MIND. THE
ADDED VALUE OF THE PROJECT GROUP IS TO GO BEYOND WHAT IS SAID IN
ORDER TO IDENTIFY THE REAL NEEDS.

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MODEL FORM TO FOLLOW

53
• PROJECT TITLE : COPY YOUR TITLE OF THE PROJECT

• PROJECT TEAM : ALL THE DETAILS ABOUT THE PROJECT GROUP AND PRECISE WHO
IS THE TEAM LEADER

• THE COMPANY REPRESENTATIVE : ALL THE DETAILS ABOUT THE COMPANY THAT
ORDERS THE PROJECT AND THE PERSON IN CHARGE

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• ORIGIN (OR CONTEXT) OF THE PROJECT :
• EVENTS AT THE ORIGIN = DESCRIBE THE SITUATION OF THE COMPANY BEFORE THE PROJECT BUT PERMITTING TO
UNDERSTAND WHY THIS PROJECT IS REQUIRED.
• PEOPLE/COMPANIES/ASSOCIATIONS AT THE ORIGIN : NAME OF THE COMPANY, PARTNERS (IF THERE ARE SOME)
ORDERING THE PROJECT

• IDENTIFIED GOALS : FIND THE OBJECTIVES TO REACH BY DOING THIS PROJECT. THE TITLE OF AN OBJECTIVE STARTS WITH
A VERB. AND THERE ARE 3 SUBPARTS REPRESENTING 3 KIND OF OBJECTIVES TO FIND :
• NEEDS EXPRESSED BY THE CONTRACTUAL OWNER : 2 TO 3 TO FIND (STRATEGICAL GOALS = THE COMPANY
STRATEGY
• EX : INCREASE THE CUSTOMERS’ LOYALTY
• REAL NEEDS IDENTIFIED BY THE PROJECT GROUP : 4 TO 6 TO FIND (OPERATIONAL GOALS RELATIVE TO THE
MISSIONS TO DO)
• EX : FIND THE BEST LOYALTY PROGRAM
• QUANTIFIED RESULTS EXPECTED : EACH OBJECTIVE MUST PRECISE A RESULT TO REACH. THIS RESULT IS A FIGURE.
IT CAN BE A NUMBER, OR A % OR AN AMOUNT OF VND. EXAMPLE : GET 5 NEW CONTRACTS. OR GET 60% OF
CUSTOMERS SATISFACTION. OR DECREASE THE COST OF 3 MILLIONS VND. YOU WILL USE THE QUANTIFIED RESULTS
TO ASSESS YOUR OWN RESULTS

IS
IT55
• SCOPE : DESCRIBE YOUR MAIN MISSIONS. YOU CAN USE « – » TO MAKE THE DETAIL OF ALL THAT IS NECESSARY TO DO IN ORDER TO
COMPLETE THIS PROJECT. ABOUT SCOPE, YOU MAKE THE LIST OF ALL THE MISSIONS OR ACTIONS TO DO FROM THE BEGINNING TILL THE
END OF THE PROJECT

• CONSTRAINTS :
• DEADLINE = START DATE+END DATE+DURATION OF THE PROJECT

• WORKLOAD : CALCULATE THE INDIVIDUAL+COLLECTIVE WORKLOAD OF THE PROJECT (PRECISE THE DETAIL OF THE
CALCULATION). ABOUT YOUR TUTORED PROJECT = ALSO KEEP IN MIND THAT YOU ARE NOT FULL TIME ON YOUR PROJECT AS YOU
ARE STUDENT. SO PRECISE HOW MUCH TIME EACH WEEK YOU CAN WORK ON THE PROJECT. AND THEN YOU CALCULATE AS WE
DID IN THE EXERCISES

• BUDGET CONSTRAINT : 2 OPTIONS AND YOU CHOOSE WHICH ONE IS YOURS :

• EITHER YOU HAVE A BUDGET AND THE CONSTRAINT IS TO MANAGE PROPERLY THIS BUDGET IN ORDER NOT TO
OVEREXPENSE IT.
• OR YOU DON’T HAVE ANY BUDGET AND THE CONSTRAINT IS TO COMPLETE THE PROJECT WITHOUT ANY MONEY (MOST OF
THE TIME IT IS YOUR SITUATION)

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• RISKS : FIND 4 RISKS OR CONSTRAINTS (BUT EXCLUDING THE FINANCIAL ONES
WHICH GO ABOVE IN FINANCIAL CONSTRAINT) WHICH CAN HAPPEN IN PRIORITY ON
YOUR PROJECT AND MAKE IT DELAYED OR FAILED. A RISK IS A DIFFICULTY TO
ANTICIPATE.

• INTERMEDIATE DELIVERIES AND END PRODUCT :

• INTERMEDIATE DELIVERIES : MEANS MAKE THE LIST OF ALL THE INTERMEDIATE
PRODUCTS OR SERVICES OR REPORT YOU HAVE TO CREATE IN ORDER TO
PRODUCE THE END PRODUCT.

• END PRODUCT = PRECISE WHAT IS YOUR FINISHED PRODUCT (OR DELIVERY OR

END PRODUCT) YOU’RE GOING TO DELIVER AT THE END OF THE PROJECT
• SAME LIKE WE HAVE SEEN WITH HONDA AND BEN AND JERRY’S EXAMPLES

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• FIRST PLANNING : PRECISE THE START AND END DATES OF EACH MILESTONE (= THE MAIN
TASKS ON WHICH YOU CAN’T HAVE DELAY IF NOT ALL YOUR PROJECT WILL BE DELAYED).
YOU ANTICIPATE YOUR MAIN SCHEDULE. YOU JUST SCHEDULE THE MAIN STEPS OF YOUR
PROJECT (MAYBE YOU WILL HAVE AROUND 10-12 STEPS TO SCHEDULE).
• EXAMPLE : OCT.1ST-OCT 10TH : WRITE THE FRAMEWORK GUIDELINE

• ESTIMATED BUDGET : IF YOU DON’T HAVE ANY INFORMATION ABOUT THE BUDGET AND
THE FINANCIAL ASPECTS OF THE PROJECT, THEN YOU JUST MAKE THE LIST OF YOUR
COSTS (PRECISING IF INTERNAL OR EXTERNAL) BUT YOU DON’T NEED TO ESTIMATE THEM
IN VND
• EXAMPLE :
• EXTERNAL COSTS : POSTERS PRINTING ; FURNITURES BILL …
• INTERNAL COSTS : GROUP PROJECT SALARY ; SALES DEPARTMENT EMPLOYEES SALARY….

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 4/ DECISION

• AT THIS STEP YOU HAVE CHOOSEN YOUR SCENARIO AND YOU HAVE TO FOLLOW THIS ONE UNTIL
THE END OF THE PROJECT.
• USING THE SCENARIO AND THE FRAMEWORK GUIDELINE, YOU WILL HAVE TO FORECAST ALL THE
RISKS THAT CAN HAPPEN ON THE PROJECT TO TRY TO AVOID THEM. FOR THAT YOU USE THE
RISKS CHART.(3RD PART). WE HAVE 2 MAIN TYPES OF RISKS :
• RISKS THAT ARE ALREADY PRESENT IN THE PROJECT. WE HAVE TO FIND SOLUTION TO CORRECT THEM AND TRY
TO ELIMINATE THEM
• RISKS THAT ARE NOT STILL HERE BUT WE HAVE TO ANTICIPATE THEM IN ORDER NOT TO MAKE THEM HAPPEN.

• FOR YOUR MAIN RISKS, TO HELP YOU TO DECIDE THE BEST SOLUTIONS TO CORRECT THE RISK (IF
IT IS STILL HERE) OR AVOID THE RISK (IF IT IS NOT HERE YET), YOU WILL HAVE TO SEARCH THE
CAUSES OF THE RISK USING THE ISHIKAWA METHOD. (3RD PART)

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A) RISKS FOLLOWING-UP

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• REF = REFERENCE=NUMBER OF RISK

• DATE=WRITE THE DATE ON WHICH YOU OBSERV THE RISK

• DESCRIPTION OF RISK = EXPLAIN WHAT IS THE CONTENT OF THE RISK. GIVE

PRECISIONS.

• IMPACT OF THE RISK = EXPLAIN WHAT ARE THE CONSEQUENCES ON THE PROJECT IF
THE RISK HAPPENS OR IS ALREADY HERE. BE PRECISE.

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• RISK TYPE COLUMN : 5 POSSIBLE CATEGORIES TO QUALIFY EACH RISK. JUST SELECT 1 CATEGORY AMONG THE
5 FOR EACH ONE OF YOUR RISKS (NO MORE EXPLANATIONS) :
• PROJECT : A RISK ABOUT THE PROFESSIONAL MISSION CONTENT. EX : THE CUSTOMERS DON’T WANT TO
ANSWER THE SURVEY
• CONTRACT : LINKED TO LEGAL AND CONTRACTUAL RISKS. EX : IN FRANCE A LAW FORBID TO SHOW
PEOPLE IN THE ALCOHOL ADVERTISING.
• FUNCTIONAL : ABOUT THE BUDGET, THE COSTS, EXPENSES, ALL THE FINANCIAL ASPECTS OF THE
PROJECT. EX : THE BUDGET FOR BUYING GIFTS FOR THE CUSTOMERS HAS BEEN OVEREXPENSED.
• TECHNICAL : TECHNOLOGICAL RISKS, ABOUT ANY KIND OF GEAR. EX : THE PRINTING MACHINE OF YOUR
SUPPLIER IS OUT OF ORDER. YOUR POSTERS PRINTING ARE DELAYED.
• ORGANIZATIONAL : ABOUT THE ORGANIZATION BETWEEN THE TEAM LEADER AND HIS/HER GROUP ;
BETWEEN THE GROUP OF PROJECT MEMBERS ; BETWEEN THE GROUP AND THE CONTRACTUAL OWNER :
• RELATIONSHIPS, CONFLICTS
• SCHEDULE, PLANNING
• HUMAN RESOURCES MANAGEMENT : PEOPLE WHO ARE SICK, OR ON HOLIDAYS, OR DON’T WORK
ENOUGH….

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◼ GIVE A MARK FROM 1 TO 4 ABOUT THE PROBABILITY AND THE IMPACT.
◼ PROBABILITY COLUMN = THE DEGREE OF CERTAINTY THE RISKS CAN HAPPEN ON THE PROJECT.
1 = THE RISK IS PROBABLY NOT GOING TO HAPPEN.
2 = 50% OF CHANCE THE RISK HAPPEN
3 = 70% OF CHANCE
4 : THE RISK WILL HAPPEN FOR SURE OF MAYBE STILL HERE

◼ LEVEL OF IMPACT COLUMN = YOU EVALUATE THE DEGREE OF CONSEQUENCES BY GIVING A MARK TO YOUR IMPACT COLUMN (IF
THE CONSEQUENCES ARE SERIOUS OR NOT) :
1 = NO CONSEQUENCE ON THE PROJECT
2 = CONSEQUENCES BUT EASY TO CORRECT
3 = BAD CONSEQUENCES, RISK OF DELAY. URGENT CORRECTIONS
4 : RISK OF PROJECT FAILURE

◼ WEIGHT COLUMN = PROBABILITY X IMPACT (BY MULTIPLICATION, YOU GET A MARK ON /16) = THE DEGREE OF PROJECT
SUCCESS OR FAILURE.
1 TO 5 = SUCCESS OF THE PROJECT IF ANTICIPATION AND CORRECTIONS DONE
6 TO 11 = 50% OF CHANCE FOR SUCCESS OR FAILURE
12 TO 16 = IMPORTANT PROJECT DELAY OR FAILURE

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• PREVENTIVE ACTIONS TO ENGAGE :
YOU HAVE TO EXPLAIN THE SOLUTIONS TO CORRECT THE RISK. AND YOU CAN
PRECISE A DATE ON WHICH YOU WANT TO APPLY THESE CORRECTIONS. THE IDEA IS
TO MAKE THE RISK DECREASE OR EVEN BETTER ELIMINATE IT IF THE RISK IS ALREADY
HERE.
AND IF THE RISK IS NOT HERE, IT’S GOOD TO KNOW WHAT TO DO IN CASE, TO PREVENT
THE RISK TO HAPPEN

64
• FOR THE EVOLUTION COLUMN : COMPARE THE SITUATION BEFORE AND AFTER THE
CORRECTIONS. YOU MUST LET TIME AFTER APPLYING THE CORRECTIONS
PROPOSED IN THE « PREVENTIVE ACTIONS TO ENGAGE COLUMN ». THAT’S WHY YOU
HAVE TO PRECISE THE DATE ON WHICH YOU APPRAISE YOUR CORRECTIONS
RESULTS

• AND THEN LATER YOU WILL OBSERV IF THE RISK HAS INCREASED, OR DECREASED,
OR STILL HERE (STABLE) OR FINISHED (CLOSED).

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+ INCREASE : MY CORRECTIONS ARE NOT EFFICIENT OR NOT ENOUGH OR I WAS
WRONG IF I CHOSE NOT TO DO CORRECTIONS

- DECREASE : MY CORRECTIONS WORK. MAYBE I CAN DO MORE TO TRY TO

CLOSE THE RISK

= STABLE : WHATEVER I DO (CORRECTIONS OR NOT), THIS RISK DOESN’T

EVOLVE. IT REMAINS THE SAME

0 CLOSED : I SUCCEED TO ELIMINATE THIS RISK

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