Principles of

Project
Management
Tools and Méthodology
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LEARNING OBJECTIVES

Knowinghow to design, lead and manage a Project.

1/ What is a Project?
2/ What is Project Management?
3/ Who is a stakeholder in Project Management?
4/ Project Management approach: step by step

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What is a Project

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Definition

A Project:
“It's a temporary endeavor undertaken to create a unique product, service or result.»
Project Management Institute official definition.
https://www.pmi.org/

 A project istemporaryin that it has a defined :

 Beginning: START date
 End : Project DEADLINE / closure
 Scope: Statement that defines the boundaries of the project.
 Resources: Project Team, Project Budget & materials.

A project is unique in that it is not routine operation BUT a specific set of tasks designed to reach a singular
goal.
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Definition

Triple constraints/ Project Management triangle A Project is a dynamic system that needs to be
kept in balance!

Every change may impact the project’s balance.

 A Project has to be managed in order to strike a

balance between the constraints.

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What is a Project
Management ?

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Definition

 Project Management is a set of methodologies which aims to achieve all the Project requirements with in the given
constraints.
“Applicationofknowledge,skills,tools,andtechniquestoprojectactivitiestomeettheprojectrequirements”(PMI definition)

 Best-known Project Management methodologies:

• Sequential approach : Final product / deliverable is known (main specificities have been defined)

• Waterfall (V cycle), PRINCE2;Critical Chain/Path Method

• PMI:Projectsaredividedinto5processphases.

Not so much a methodology as it is an agreed upon set of standards and conventions for managing projects.

• Agile:Theprojectteamworksiniterativecycles,alwaysevaluatingresultsattheendofacycle.Dependingontheresultsoftheseevaluations,thefi
naldeliverablemaybemodified.

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A glimpse of the 2 main methodologies

Waterfall
 Sequential approach
We will focus on this one

Agile
 Incremental approach

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3
Project Team and
Stakeholders

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Who is a project Stakeholder ?

“An individual, group, or organization, who may affect, be affected by, or

perceive itself to be affected by a decision, activity, or outcome of a
project. “
(PMI and ISO 21500 definitions)

 Stakeholders are those with any interest in your project’s

outcome.
 They are typically members of a project team, project managers,
executives, project sponsors, customers, and users.
 They can be internal to the company ( another department) or
external( subcontractor, customer...).

Vocabulary
• Contracting / Ordering authority=Maitre d’ouvrage (MOA).
•Contracting Authority support = Assistance Maitrise d’ouvrage (AMOA)
•/!\Project Management = Maitrise d’œuvre (MOE)

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Management of Project Stakeholders

/!\ As they can affect or be affected by an outcome of the project,

stakeholders need to be managed.
 They are key success factor for a project!

Stakeholders management : 4 steps.

1) Identify stakeholders / Initiating phase of the project
2) Determine their influence and interest in the project
3) Define a relevant communication plan for each stakeholder profile / Planning
phase
4) Engage your stakeholders / Planning phase and Kick off meeting

 Stakeholders Management can be addressed in the Risk Management analysis

also.

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4
Project Management
Step by Step

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Project stages overview

Most of the time, a Project Life Cycle is

defined by:
• 4 main stages:
• Initiating
• Planning
• Realization
• Closure

• And 5 processes:
• Initiating/ Definition
• Planning /Preparation
• Execution
• Performance monitoring
• Closure

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4.1 Initiating

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STAGE 1: Initiating/Preliminary Project

 Collect relevant information to allow the project scope and objectives to be clearly assessed
 Define the business case of the project
 Get the formal approval to start the project with appropriate resources

 Driving question at this stage : is it feasible as described

 Methods and / or tools that can help you and your team to clarify the needs
• 5 Ws
• SWOT
• SMART approach for objectives

But also more technical analysis such as market research , feasibility studies…

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Diagnosis of the project proposal : 5Ws

 Make sure the Project is accurately characterised!

• WHY do we carry out the Project?

• WHO is involved?
Identify the stakeholders of the Project
• WHAT does it imply?
Identify the ultimate goal of the Project AND all the tasks that it will require
• WHEN does it take place?
Identify the Project deadline and milestones.
• WHERE does it take place?
Questions about the location of the tasksand the people involved.
Can beadded
• HOWcan we run the Project?
Questions about the means and resources that will be necessary.

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Assess the project strategy from the company’s perspective :

SWOT matrix

The SWOT analysis aims to identify the key internal

and external factors seen as important to achieve an
objective.
 Can be used by decision makers.

Useful to initiate a complete benchmarking (maybe

there are parallel projects which can be used as
model)

Should be run with the appropriate people. Involve

people with different expertise relevant for the project
(to be defined taking into account the project’scope)
 Brainstorming

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Check the definition of your objective: SMART cursor

Is the objective clearly described?

How can it be measured?

Is it feasible? And is it ambitious?

An objective must be challenging

Is it relevant according to the project goal? Does this

match our needs?

Do we have a defined deadline/timetable?

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4.2 Planning

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• CHAP #4 • Project Management: overview

Project stages overview

Most of the time, a Project Life

cycle is defined by:
- 4 main stages:
REALIZATION - Initiating
Execution - Planning
&
PLANNING Performance CLOSURE
- Realization
monitoring - Closure
INITIATING

And 5 processes:
- Initiating /Definition
- Planning / Preparation
- Execution
- Performance monitoring
- Closure

PMBook,4th edition
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STAGE 2: Project planning

 Define the entire reference documents for the project

 Get into the details (preliminary studies => detailed studies) to allow the project to move into
execution.
 Provide complete analysis and recommendations for the cost, quality and timing aspects.

Driving question at this stage: what do we have to realize in detail and how can we ensure that we will
be successful in the end?

 Methods and / or tools that can help you and your team to clarify the needs
• People organisation in effective teams
• Efficient work structuration
• Governance : define communication flow between stakeholders
• Responsabilty matrix (RACI)

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Detailed design / Preparation

1) All the tasks that have to be accomplished to realize the expected deliverables

Meet the project requirements

2) Define who will be in charge of what

Resources and organisation identification

3) Define reference/ initial planning and the critical path

4) Dentify the risks and propose a management plan

5) Evaluate the project costs

6) Define the project governance/ stakeholders management approach

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Task definition and work structuration

 “A WBS (Work Breakdown Structure) is a hierarchical decomposition of the total scope of work to be
carried out by the project teamt o accomplish the project objectives and to create the required
deliverables.”
 PMI definition.

 The objective is to subdivise the total project scope into manageable components in terms of size,
duration, and responsibility.
• The smaller items of the structuration are named: work packages.
• Every work package is composed of several tasks.
Project
• For each task, a deliverable must be linked.

Work Work Work Work

package 1 package 2 package 3 package 4

Task 1 Task 2 Task 1 Task 2

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Task definition and work structuration

 Golden rules:
1/ Breaking down a project can be done with different approaches:
Sequential(Project phasing) / geographical/ processproduction / activitytype/ functional

2/ Creating a WBS should be done with a top down AND bottom up approach
-Deliverables can be compulsory
-Deliverables can be identified by breaking down tasks

3/ This analysis must be performed and validated by the project team

On the field, the project manager prepares it for a dedicated project team meeting

4/ One task cannot have less than 2 subtasks.

5/Subdivison of tasks is completed when you have identified deliverables

A work package is defined with 3 «R» : 1 result(= deliverable) + 1 responsible+ identified resources
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Task definition and work structuration

New Project
=> WBS Example Launch

Sales and
Development & Industrial
Project Management Marketing
Testing Production
Preparation

Reference Communication Marketing Sales force Operators

Conception Prototype Production
documents Management Strategy training Training

Project charter Planning

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Role and Responsibility definition

An OBS (Organization Breakdown Structure) is a decomposition of the project team that allows the
visualization of how the project work will be split in terms of responsibilities to accomplish the project
objectives and create the required deliverables.

Project Leader

Sales & Marketing

Project Manager R&D Leader Production Leader
Leader
Name: Name: Name:
Name:

Conception Prototypage Marketing Sale force Production Training

Resp Resp Resp Resp Resp Resp

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• CHAP #4.2
• Project Management : Stage 2= Planning

Responsability assignment matrix TOOL BOX

This chart describes the participation of various roles in
completing tasks or deliverables for a project or business process. It is especially useful
in clarifying roles and responsibilities in cross-functional/departmental projects and
processes.
• CHAP #4.2
• Project Management : Stage 2= Planning

Master Plan Schedule (reference)

Based on the WBS and the OBS, you have to organize and plan the work
to do (tasks) in order to achieve the project objective.

 You will define the sequence of activities/tasks that must be completed taking
into account resources, costs and delay constraints.

How can we do that?

TOOL BOX
• CHAP # 4.2
• Project Management : Stage 2= Planning

Master Plan Schedule (reference) TOOL BOX

PERT network: Program Evaluation & ReviewTechnic(1/2)
Analyzing the tasks involved in completing a given project, especially:
- the time needed to complete each task, and
- the minimum time needed to complete the total project
 Critical path

Used more in projects where time is the major factor rather than cost Duration

Rules: Name of
- Every identified task must be scheduled. the task
Start End
- Every task must have a predecessor and successor date date

- To start, resources are considered unrestricted

- PERT network will be built during a dedicated meeting with the project team and experts.
• CHAP # 4.2
• Project Management : Stage 2= Planning

PERT network: Program Evaluation & Review Technic (2/2) TOOL BOX

In practice:
1/ Identify a predecessor and successor for every task
2/ Evaluate the duration of every task (based on similar projects and/or experts)
3/ Build the PERT chart by positioning all the tasks in the appropriate order.

RED: task duration

• CHAP # 4.2
• Project Management : Stage 2= Planning

PERT Network : Program Evaluation & Review Technic (2/2) TOOL BOX

4/ Calculation of « the earliest » dates: start from the beginning of the PERT (left) and move forward to the
end (right)
Earliest Start Date: date before which the task can not start (predecessor)
Earliest End Date: Earliest start date + task duration
• CHAP # 4.2
• Project Management : Stage 2= Planning

PERT Network: Program Evaluation & Review Technic (2/2) TOOL BOX

4/ Calculation of the latest date : start from the end of the PERT (right) and move backwards to the
start (left)
Latest End Date : date beyond which the task can not end (successor)
Latest Start Date: Latest End Date at the latest - task duration
• CHAP # 4.2
• Project Management : Stage 2= Planning

PERT Network: Program Evaluation & Review Technic (2/2) TOOL BOX

5/ Critical path identification and margin calculation

Task margin:
• Delay allowed for a single task without interfering with its successor.
 Global margin (common duration for all the tasks belonging to the same path).
• Difference between « at the latest » dates and « at the earliest » dates.
• When global margin = 0  associated task is critical and it is the critical path definition.
• CHAP # 4.2
• Project Management : Stage 2= Planning

PERT Network: Program Evaluation & Review Technic (2/2)

6/ Allocate real resources to the project
Until now main assumption: unrestricted resources ( resource availability = 100%)
1 one-day task will be done in 1 day.
 Workload calculation= task duration /resource availability
Ex: If the resource is available at 50% for Task 9 and 10: task duration will be doubled
But 2 resources are available for Task 7 task duration will be divided by 2.
 Critical path must be reviewed!
• CHAP # 4.2
• Project Management : Stage 2= Planning

Master Plan Schedule (reference)

Optimization of the schedule
Based on the PERT network, the realization scenario could befine tuned
1/ Allocate the resources: workload assessment (duration / availability)
 Review the PERT network with resource availability
2/ Assess the delay constraints (production stops, mandatory milestones...)
3/ Cost evaluation

4/ Include the critical milestones in order to ease/facilitate the follow-up.

 Re-assess the critical path every time

Sometimes it is hard to find a compromise
 Informatic tools can be useful to make simulations
• CHAP # 4.2
• Project Management : Stage 2= Planning

Master Plan Schedule (reference) TOOL BOX

Gantt chart
Visualise the entire project schedule and manage the project progress.
Simulate different scenarios.

 WBS + PERT network + resource allocation

In practice:
Integrate in the project management
software all your tasks according to the
WBS and associate it according to the
PERT.

Then make simulations of the critical

paths according the availability of your
resources.
 Ease the progress tracking and
communication.
• CHAP # 4.2
• Project Management : Stage 2= Planning

Master Plan Schedule (reference plan) TOOL BOX

WBS
1/ Task listing & structuration into
consistent and independent subsets

PERT 2/Organisation of WBS elements /

Critical path determination

GANT
3/ Finalize the reference schedule
T Integrate constraints and optimize
important milestones
Projected curves / 4/ Build the projection tools to follow
indicators the project: Cost / Delay / Resources
Assess the project progress
Communicate
• CHAP # 4.2
• Project Management : Stage 2= Planning

Risk analysis
• Risk: one-time event which can jeopardize the project

• Anticipate risks in order to avoid them or be ready to respond to them

 Risk management

Which method / tool?

 Risk analysis methods
TOOL BOX
Ex: Failure mode and effect analysis form (FMEA)
AMDEC in french
• CHAP #4 • Project Management : Stage 2= Planning

TOOL BOX

FMEA.xlsx

Severity
Occurence
Detection
Criticality = Severity x
Occurence X Detection
• CHAP # 4.2
• Project Management : Stage 2= Planning

Governance construction TOOL BOX

Project governance structure proposal.

Governance: define how your project will be driven.
 Identify the subteams you need and the way
they will work (meetings objectives and
frequency, documents, ..)
 Identify the decision making bodies
(committees)
 Identify communication flows

• Communicate efficiently
• Provide relevant material for the
decision makers.
http://southbayrobot.com/tag/project-governance-structure-template/
• CHAP # 4.2
• Project Management : Stage 2= Planning

Kick-off Meeting TOOL BOX

Officially start the project with the same vision.

• Prepared by the Project Leader

• Minimum agenda:
• Project Team organisation
• Project Schedule
• Risk review
• Main deliverables
 Project management Plan presentation

• Minutes taken to record the meeting

• Demonstration of project management skills
• Enhance your credibility
 PROJECT PROJECT PROJECT PROJECT
STEP NEED ANALYSIS STRUCTURATION REALIZATION CONCLUSION
Define the business case : Project preparation :
OBJECTIVES

Benchmarking Project Team definition

Clarify the project Project scope validation
objectives /feasibility Schedule definition
Evaluate resources Risk analysis

5 Ws, SWOT, ROI WBS, OBS, RACI

TOOLS

SMART objectives, FMEA, brainstorming

Decision matrix, PERT/ GANTT
feasibility assessment Cost analysis / KPI

Phase 3 &4:
Phase 1: Phase 2: Phase 5:
Execution &
Initiating Planning Closure
Monitoring
GO/ NO GO KO meeting
DELIVERABLES

Feasibility studies Project Management Plan

Cost effectivness study Documentation Risk
Market research(es) Management Plan
Specification V1 versioning
Project Charter Functional Analysis
Project Manager Budget 43
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4.3 Realization

44
• CHAP #4 • Project Management: overview

Project stages overview

Most of the time, a Project Life

Cycle is defined by:
- 4 main stages:
REALIZATION - Initiating
Execution - Planning
PLANNING
&
Performance CLOSURE
- Realization
monitoring - Closure
INITIATING

And 5 processes:
- Initiating / Definition
- Planning / preparation
- Execution
- Performance monitoring
- Closure

PMBook,4th edition
• CHAP # 4.3
• Project Management : Stage 3 = Realization

Drive the execution of the project activities

- Guide the project team

- Monitor the progress using cost, delay and quality indicators
(determine the Key Performance Indicators (KPI’s) for the project

Methods and tools:

TOOL BOX
Follow up meeting + Action plan and schedule check
Dashboard
Gantt
Task Management software
• CHAP # 4.3
• Project Management : Stage 3 = Realization

Meetings and Project reviews TOOL BOX

Project meetings:
- Progress: monitor the realization of Kick off
planned tasks according to the meeting

reference schedule.
Project reviews
- Coordination: manage interfaces and Steering « Ad hoc » channel
« Ritual » channel
between the subteams of the project. Committee

These meetings are prepared by the project - Trouble shooting

Progress - Discussion &
leader and his topic leaders. follow up validation
meeting - Solutios proposal
- Crisis

Project review :
- Monitor the delivery of deliverables required for a
specific project milestone.
 Getting approval from decison makers to move Closure
forward. meeting

Formally prepared by the Project Leader.

• CHAP #4.3
• Project Management : Stage 3 = Realization

Project progress follow up (1/2) TOOL BOX

• CHAP # 4.3
• Project Management : Stage 3 = Realization

Project progress follow up (2/2) TOOL BOX

Project dashboard: Communication document about

the project progress.
 For the project team and all the stakeholders
including top management.
 Impact analysis provided about the most updated
KPIs.

• Project indicators: Monitor the cost /

delay and quality aspects of the project.

• KPIs are defined during the preparation

phase of the project.
• CHAP # 4.3
• Project Management : Stage 3 = Realization

Project progress follow up (2/2)

• Communicate your progress and results widely  gain visibility.

 PROJECT PROJECT PROJECT PROJECT
STEP NEED ANALYSIS STRUCTURATION REALIZATION CONCLUSION
Define the business case : Project preparation : Assess progress & adapt:
OBJECTIVES

Benchmarking Projet Team definition Checking KPIs and other

Clarify the Project Project scope validation metrics
objectives /feasibility Schedule definition Manage risks
Evaluate resources Risk analysis Project Team facilitation
Communicate
5Ws, SWOT, ROI WBS, OBS, RACI Meetings /Project review
TOOLS

SMART objectives, FEMA, brainstorming Action plans

Decision matrix, PERT/ GANTT Earned Value Management (« S
feasibility assessment Cost analysis / KPI curves »)

Phase 3 &4:
Phase 1: Phase 2: Phase 5:
Execution &
Initiating Planning Closure
Monitoring
GO/ NO GO KO meeting
Feasibility studies
DELIVERABLES

Project Management Plan Meeting minutes

Cost effectivness study
Documentation versioning Communication plan :
Market research(es)
Risk Management Plan Project reporting document
Specification V1
Functional Analysis (updated Project schedule,
Project Charter
Budget action plans, budget
Project Manager
Kick off (KO)meeting tracking...) 51
proposal
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4.4 Closure

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• CHAP #4 • Project Management: overview

Project stages overview

Most of the time, a Project Life

Cycle is defined by:
- 4 main stages:
REALIZATION - Initiating
Execution - Planning
PLANNING
&
Performance CLOSURE
- Realization
monitoring - Closure
INITIATING

And 5 processes:
- Initiating / Definition
- Planning / Preparation
- Execution
- Performance monitoring
- Closure

PMBook,4th edition
• CHAP # 4.4
• Project Management : Stage 4 = Closure

Closure meeting

Main actions to be accomplished:

- Lessons learned identification
- Make sure all the project documents are saved
- Highlight the work of the team
- Free the resources
 PROJECT PROJECT PROJECT PROJECT
STEP NEED ANALYSIS STRUCTURATION REALIZATION CONCLUSION
Define the business case : Project preparation : Assess progress & adapt: Final validation & lessons
OBJECTIVES

Benchmarking Projet Team definition Checking KPIs and other learned :

Clarify the Project Project scope validation metrics Celebrate the success
objectives /feasibility Schedule definition Manage risks Run a post-mortem for future
Evaluate resources Risk analysis Project Team facilitation projects (update documents)
Communicate Reassign resources
5Ws, SWOT, ROI WBS, OBS, RACI Meetings /Project review REX / Closure meeting
TOOLS

SMART objectives, FEMA, brainstorming Action plans Satisfaction survey

Decision matrix, PERT/ GANTT Earned Value Management (« S Digital archiving
feasibility assessment Cost analysis / KPI curves »)

Phase 3 &4:
Phase 1: Phase 2: Phase 5:
Execution &
Initiating Planning Closure
Monitoring
GO/ NO GO KO meeting
Feasibility studies
DELIVERABLES

Cost effectivness study Project Management Plan Meeting minutes Closure meeting minutes
Market research(es) Documentation versioning Communication plan : Closure report
Specification V1 Risk Management Plan Project reporting document Financial assessment
Project Charter Functional Analysis (updated Project schedule, Project archival
Project Manager Budget action plans, budget
55
proposal Kick off (KO) meeting tracking...)