This document outlines a project management course created by Dr. Wajdi Ben Rejeb, focusing on understanding projects, their importance, and the fundamentals of project management, including initiation, planning, risk analysis, and budgeting. It emphasizes the characteristics of projects, the roles of project managers, and introduces concepts such as the NTCP framework for evaluating different project dimensions, including novelty, technology, complexity, and pace. The course aims to equip participants with the necessary knowledge and skills to effectively manage projects for successful outcomes.

1. PROJECT MANAGEMENT
1–1
A course prepared by:
Dr. Wajdi Ben Rejeb
University Professor & Entrepreneur

2. Objectifs
• Comprendre c’est quoi un projet et l’importance du
management de projet
• Apprendre à initier, à définir et à planifier un projet : la
note de cadrage, l’analyse stakeholders, la planification
des taches, etc.
• Apprendre à analyser les risques liés aux projet
• Apprendre à budgétiser un projet
• Se familiariser avec le travail du chef de projet et
l’aspect organisationnel et managérial du management
de projet
• S’initier aux nouvelles approches de Management de
projet.
1–2

3. Plan
• Comprendre le projet et le contexte du
management de projet
• La phase d’initiation
• La place du management de projet dans
l’organisation
• La phase de définition et de planification
• Le chef de projet et l’équipe du projet
• Les nouvelles approches en management de
projet : Waterfall Vs Agile
1–3

4. COMPRENDRE LE PROJET
ET LE CONTEXTE DU
MANAGEMENT DE PROJET
1–4

5. Identifions vos connaissances sur le sujet
• Avez-vous participé à un projet?
• Si oui, lequel?
• Selon vous quelles sont les
caractéristiques d’un projet?
1–5

6. What was the first projet of Human kind?
1–6

7. The Mammoth Hunting
1–7

8. What Is a Project?
• Project Defined
ŔA complex, nonroutine, one-time effort limited by time,
budget, resources, and performance specifications
designed to meet customer needs
ŔA project is Ŗa temporary endeavor undertaken to
accomplish a unique product or serviceŗ (PMBOK®
Guide 2000, p. 4)
1–8

9. 1–9
Projects attributes and characteristics
• Major Characteristics of a Project
ŔHas an established objective.
ŔHas a defined life span with a beginning and an end.
ŔRequires across-the-organizational participation.
ŔInvolves doing something never been done before.
ŔHas specific time, cost, and performance requirements.
• Attributes of projects
Ŕunique purpose
Ŕtemporary
Ŕrequire resources, often from various areas
Ŕshould have a primary sponsor and/or customer
Ŕinvolve uncertainty

10. 1–10
Comparison of Routine Work with Projects
TABLE 1.1
Routine, Repetitive Work
Taking class notes
Daily entering sales receipts into
the accounting ledger
Responding to a supply-chain
request
Practicing scales on the piano
Routine manufacture of an Apple
iPod
Attaching tags on a manufactured
product
Projects
Writing a term paper
Setting up a sales kiosk for a
professional accounting meeting
Developing a supply-chain
information system
Writing a new piano piece
Designing an iPod that is
approximately 2 X 4 inches,
interfaces with PC, and
stores 10,000 songs
Wire-tag projects for GE and
Wal-Mart

11. 2 types of projects
1–11

12. 1–12

13. Question
To what extent we can be
successful with a project without
having a body of knowldege?
1–13

14. Without PM it’s rather adventure way!
1–14

15. Without PM reality is different from design
1–15

16. Without PM a project could turn into a complete mess
1–16

17. What is Project Management?
• Project management is Ŗthe application of
knowledge, skills, tools, and techniques to
project activities in order to meet project
requirementsŗ (PMI*, Project Management Body
of Knowledge (PMBOK® Guide), 2000, p. 6)
1–17

18. Dimensions of Project Management Process
1–18

19. The six phases of project management
1. Initiation phase
2. Definition phase
3. Design phase
4. Development phase
5. Implementation phase
6. Follow-up phase
1–19

20. Project management vocabulary
• Programme
• Ouvrage
• Œuvre
• Maitre d’ouvrage (MOA)
• Sponsor (Promoteur)
• Maitre d’œuvre (MOE)
• Livrable
• Tache
• Jalon (Milestone)
1–20

21. 1–21
Programs versus Projects
• Program Defined
ŔA series of coordinated, related, multiple projects that
continue over an extended time and are intended to
achieve a goal.
ŔA higher level group of projects targeted
at a common goal.
ŔExample:
• Project: completion of a required course in project
management.
• Program: completion of all courses required for a business
major.

22. Ouvrage
• Produit du projet.
• Dans le domaine de l’ingénierie: ensemble de
constructions et de matériels de toute nature.
• Par extension, produit intellectuel (progiciel,
travail de recherche et développement, etc.).
• L’ouvrage a un rôle fonctionnel, spécifique d’un
besoin (usine, habitation, barrage, système,
etc.).
1–22

23. Œuvre
• C’est le processus de réalisation de l’ouvrage
c’est-à-dire la mise en place des moyens
nécessaires à cette réalisation et leur conduite.
L’œuvre est constituée de l’ensemble des
tâches, regroupées ou non en lots de travaux.
(AFNOR 1996)
1–23

24. Maitre d’ouvrage (MOA)
• Personne physique ou morale pour le compte
de qui l’objet du projet est réalisé (FD X 50-115).
• Le maître d’ouvrage fixe les objectifs du projet
en termes de coûts, délais et performances.
• Le maître d’ouvrage peut aussi être appellé le
client.
1–24

25. Project Sponsor ou Promoteur
• The Project Sponsor is the individual (often a
manager or executive) with overall
accountability for the project.
• The Project Sponsor is primarily concerned with
ensuring that the project delivers the agreed
business benefits.
• The Project Sponsor acts as the representative
of the organisation
1–25

26. Le maitre d’œuvre
• Personne physique ou morale qui conçoit, dirige
la réalisation ou réalise l’objet du projet pour le
compte du maître d’ouvrage, et qui assure la
responsabilité globale des performances
techniques, des délais et des coûts (FD X 50-
115).
1–26

27. Livrable
• Deliverable
• Résultat, vérifiable et/ou mesurable, qui doit être
produit et validé au cours et/ou à la fin du projet,
nécessaire à la poursuite ou à l’achèvement du
projet (FD X 50-138).
• Les livrables peuvent être des équipements, des
documents (plan, réquisitions, dossier
d’ingénierie, etc.), des prestations (formations,
assistance, etc.), par exemple.
• Le livrable final est le produit du projet.
1–27

28. Livrable
1–28

29. Tache
• Ensemble d’opérations dont l’exécution est nécessaire
pour obtenir un ou plusieurs livrables (FD X 50-138).
• Le terme « opération » doit être pris ici dans le sens
d’opération élémentaire.
• Le degré d’accomplissement d’une tâche est l’un des
éléments de la mesure de l’avancement du projet.
• Les tâches peuvent être regroupées ou décomposées.
Ces niveaux de regroupement de tâches sont
représentatifs d’un niveau de planning ou
d’organigramme des tâches.
• Une même tâche peut avoir plusieurs prédécesseurs et
plusieurs successeurs.
1–29

30. Jalon
• Milestone
• Repère prédéterminé et significatif dans le cours
du projet (FD X50-115).
• En général, le jalon est lié à un événement ou à
une étape, et marque la limite d’une phase ou
d’un ensemble de tâches.
• L’atteinte du jalon permet de déclencher le
démarrage de la phase ou de l’ensemble de
tâches suivantes.
• Un jalon, contrairement à une tâche, a une
durée nulle (voire négligeable) et ne possède
pas de ressources affectées. 1–30

31. 1–31
Project Life Cycle
FIGURE 1.1

32. The six phases of project management
1. Initiation phase
2. Definition phase
3. Design phase
4. Development phase
5. Implementation phase
6. Follow-up phase
1–32

33. LA PHASE D’INITIATION
1–33

34. Initiation phase
In this phase, the idea for the project is explored
and elaborated.
The goal of this phase is to examine the feasibility
of the project. In addition, decisions are made
concerning who is to carry out the project, which
party (or parties) will be involved and whether
the project has an adequate base of support
among those who are involved.
1–34

35. Initiation phase: Questions?
• Why this project?
• Is it feasible?
• Who are possible partners in this project?
• What should the results be?
• What are the boundaries of this project (what is
outside the scope of the project)?
1–35

36. PROJECT IDENTITY
1–36

37. 1–37

38. Without PM, it’s a waste of time, energy & money…
1–38

39. Project Scope Statement / Note de cadrage
• Project managers use the Scope Statement as a written
confirmation of the results your project will produce and
the constraints and assumptions under which you will
work.
• Project scope refers to the work that needs to be
accomplished to deliver a product, service or result with
the specified features and functions.
1–39

40. • A good Scope Statement includes the following
information:
• Justification: A brief statement regarding the
business need your project addresses. (why)
• Deliverables scope description: The
characteristics of the products, services, and/or
results your project will produce. (What)
• Constraints : Restrictions that limit what you
can achieve, how and when you can achieve it,
and how much achieving it can cost. (How)
1–40

41. Example 1
• Project Title: Bouncy Bunny Counts Money
• Project Justification: Our company has a hole
in the market when it comes to children’s
items. Bouncy Bunny Counts Money will fulfill
this hole and further boost our accounting
software market to parents of the children using
this game.
1–41

42. Example 1
• Project Scope: This project will consist of
creating a marketable game based upon
the Bouncy Bunny Counts Money comics on our
website. The project will be completed by
December, 2018. Modules of the game will
include a simple shopping game, a way for
Bouncy Bunny to earn money, and a way to
motivate players to continue to play.
1–42

43. Example 1
• Project Deliverables:
ŔScope Statement
ŔProgress Reports
ŔIssues Reports
ŔWeekly Meeting Notes
ŔFinal Game
• Project Success: The project will be
determined successful if the game sells.
1–43

44. Example 2
• Why?
• This project is being undertaken to establish a new
residence for Mr. and Mrs. John Smith.
• This home is being constructed to take advantage of the
latest building materials and codes and will employ
emerging technology to minimize energy consumption
1–44

45. Example 2
• What?
• The new residence will be a free-standing, single-family built on a
two-acre lot (lot 24) located at 200 North Maple Avenue, MyTown,
MyState, 20001-1234, USA.
• Upon completion, the new property will include the following as
described in the detailed specifications and blueprint:
• Landscaping
• Foundation
• Drivewayŕ2000 feet, concrete with brick inlay
• Main homeŕ4500 square feet, brick/stucco • Deck / Patio / Screen
Room
• Garageŕ1600 square feet, two story
1–45

46. Example 2
• How?
• The project is to commence on February 2,
2018 and will complete no later than December
31, 2018.
• Construction will be overseen and managed by
Apex Home Builders, the prime contractor who
may subcontract components of the construction
effort. All labor will be bonded and all materials
will meet or exceed local building code
guidelines.
• Contractor commitment estimate is U.S.
$750,000.00. 1–46

47. Example : Project Milestones + dates to add
1. Architectural drawings complete and approved
2. Building permit approved
3. Lot preparation and clearing complete
4. Foundation poured, block construction complete, foundation set
5. Home and garage exterior closed to weather
6. Driveway and landscape complete
7. Interior wiring complete
8. Exterior wiring complete
9. Interior plumbing complete
10. Exterior plumbing complete
11. Interior finish complete
12. Walkthrough complete
13. Certificate of Occupancy granted
14. Acceptance review and key turnover complete
15. Exterior finish complete
1–47

48. Project objectives
• Objectives are the necessary outcomes that
make the aim successful (and usually they
should be tangible). The objectives must be
SMART (specific, measurable, achievable,
results-focused and time-bound).
• Example : To construct a high-quality, custom
home within five months at cost not to exceed
$150,000.
1–48

49. 2–49
Characteristics of Objectives
EXHIBIT 2.1
S Specific Be specific in targeting an objective
M Measurable Establish a measurable indicator(s) of progress
A Assignable Make the objective assignable to one person
for completion
R Realistic State what can realistically be done with
available resources
T Time related State when the objective can be achieved,
that is, duration

50. Application
•Préparez le project scope statement
et 2-3 objectifs de votre projet
1–50

51. The NTCP / Diamond Framework
• The categorization of projects is established on initial
characteristics of project, based on the four independent
dimensions comprised in the NTCP acronym.
• The four diamond dimensions are defined as follows:
• Novelty: How new the product is to the customers and
to the market?
• Technology: The extent of use of new or even non-
existing technology at the time of project initiation.
• Complexity: Determines the degree of system’s
complexity for achieving the project outcomes.
• Pace: How urgent the project is at the time of initiation;
the criticality of the project’s completion time.
1–51

52. The NTCP / Diamond Framework
1–52
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/
Competitive
Time-Critical
Blitz

53. • Dimension represents the uncertainty of the project’s
goal, the market, or both.
• Three major issues:
Ŕ Reliability of marketing research
Ŕ Time it takes to define and freeze product requirements, and
Ŕ Specific marketing strategies for the product.
• 3 levels or types of novelty defined as follows:
• Derivative: Products are extensions and improvement of existing
products. (Modifications, extensions and improvements)
• Platform: Products are new generations of existing products lines,
form the basis for derivatives (i.e. a new car model or aircraft).
• Breakthrough: Products are new-to-the-world products. They
transform a new concept or a new idea into a new product that
customers have never seen before.
1–53
Novelty: New Creations

54. Technology: Technical Difficulty
• This dimension represents the project’s level of technological uncertainty.
Ŕ Impact on design, testing, communication and interaction.
Ŕ Defines the technical competence needed by the project team.
• Four levels technical uncertainty:
• Low-tech: Projects rely on existing and well-established technologies.
(Construction Projects).
• Medium-tech: Projects use mainly existing or base technologies but
incorporate a new technology or new feature that did not exist on
previous products. (Appliances, automobiles, or heavy equipment).
• High-tech: Most of the technologies employed are new to the firm but
already exist and are available at project initiation. (Computer and
defense development).
• Super-high-tech: Based on new technologies that do not exist at project
initiation. The mission is clear, the solution is not and new technologies
must be developed during the project. (Moon-landing program).
1–54

55. Complexity: Measuring the Complications
• Complexity of the product, the task, and the project organization.
• Affects project organization and the formality of project
management.
• Three levels of complexity are used:
Ŕ Assembly: Projects involve creating a collection of elements,
components, and modules combined into a single unit performing a
single function. (CD player or coffee machine, building a new
organization responsible for single function, i.e. payroll).
Ŕ System: Projects involve a complex collection of interactive
elements and subsystems, jointly performing multiple functions to
meet a specific operational need. (Cars, computers, buildings, or an
entire business).
Ŕ Array: Projects deals with a large, widely dispersed collection of
subsystems that function together to achieve a common purpose,
system of systems or super-systems. (National communication
networks, a mass transit infrastructure or regional power distribution
networks, or an entire corporation)
1–55

56. Pace: A Sense of Urgency
• Urgency of the project, how much time there is to complete
the job and what happens if time goals are not met.
• Pace impacts the autonomy of the project team, the
bureaucracy, the speed of decision making, and the intensity
of the top management involvement.
• Four levels of pace:
Ŕ Regular: Time is not critical to immediate organizational success.
Ŕ Fast/competitive: Projects are typically conceived to address
market opportunities, create a strategic positioning, or form new
business lines.
Ŕ Time-critical: Projects must be completed by a specific date,
which is constrained by a definitive event or a window of
opportunity. Missing the deadline means project failure.
Ŕ Blitz: These are critical projects, the most urgent, time-critical.
Solving the crisis as fast as possible is the criterion for success.
1–56

57. Exemple NTCP Framework
1–57
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/
Competitive
Time-Critical
Blitz
New International Airport Project
Automatic Bag –
Handling System
Airport
Construction
Project

58. Why to use the NTCP Model?
• The NTCP model allows the comparison
between the current model of management and
what is actually required for the project.
• The use of NCTP allows more precise sources’
analysis of risk by dividing the risk of separable
and measurable components.
• One can see that as larger is the diamond,
greater is the risks involved.
1–58

59. How to use the ŖDiamondŗ?
• Thus, a numerical scale associated with each dimension
can be created in order to define which projects have a
higher level of risk and which dimensions should be the
treatment of prioritized risks.
• The level of overall risk is measured by the formula,
R=(a*N)+(b*C)+(c*T)+(d*P).
• Here, a, b, c and d are insertion weights for each
dimension.
• As these weights are dependent on the specific context
organization occur as follows: a=0.1, b=0.4, c=0.1 and
d=0.4.
1–59

60. How to use the ŖDiamondŗ?
• In technology, the higher the level, the greater is
the need of time to complete the project and the
need for prototyping or pilot models.
• In novelty, the more the innovative, smaller
quantitative data about the product and the harder
it is to define the requirements.
• Regarding the complexity, increasing it requires
a better formalization of the processes and
activities of the organization for the smooth project
progress.
• Finally, the more rapid the pace, the greater the
need for autonomy of the team.
1–60

61. NTCP & Risks
1–61

62. Exemple NTCP Framework
1–62
Array System Assembly
Complexity
Novelty
Technology
Pace
Derivative Platform Breakthrough
Super-High
Tech
High-Tech
Medium-Tech
Low-Tech
Regular
Fast/
Competitive
Time-Critical
Blitz
Airport
Construction
Project
Level of Overall Risk, R= 1+3+2+2 = 8

63. Project scope rating
• The project scope can be rated according to area under
curve analogy which classifies project scopes as:
ŔCritical: Area is above 12.
ŔComplex: Area is between 7 & 12.
ŔSimple: Area is below 7.
• Simple means the resources deployed may be relatively
inexperienced and need not require functional expertise.
• Complex means the resources deployed should be relatively
experienced in similar projects and external functional expert
should be consulted whenever required.
• Critical means the resources deployed should be highly
experienced in a similar project execution and a highly
functional expert should be present in the core team. 1–63

64. Activité
•Préparez le modèle NTCP de votre
projet et déterminez le niveau de
risque associé.
•Quels sont les enseignements à tirer?
1–64

65. LA DÉFINITION DU PROJET
1–65

66. PROJECT STAKEHOLDERS
MANAGEMENT
1–66

67. Identifying Project Stakeholders
Stakeholder
engagement
cycle
1–67

68. Definition of Project Stakeholder
ŖA stakeholder is 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 projectŗ.
[Project Management Body of Knowledge, 5th Ediction 2013, p.28]
1–68

69. Identifying Project Stakeholders (cont.)
1–69

70. Project stakeholders Management
• Identify stakeholders
• Analyze stakeholders
• Plan stakeholders management (strategy)
• Act (apply it)
• Monitor
1–70

71. Identifying Project Stakeholders (cont.)
1–71

72. The Stakeholder Power/Interest Grid
1–72

73. Importance / Influence Matrix
High Importance / High Importance /
Low Influence High Influence
Low Importance / Low Importance /
Low Influence High influence
Importance / Influence Matrix
A
C
B
D
Shows stakeholders of high importance
to the activity, but with low influence.
They require special initiatives if their
interests are to be met
Shows stakeholders of high importance to the
activity who can also significantly influence its
success. Managers will need to develop good
working relationship with these stakeholders to
ensure an effective coalition of support for the
activity
Shows stakeholders who are of low priority
but may need limited monitoring
They are unlikely to be the focus of the
activity
Shows stakeholders with high influence, who
can affect outcome of the activity, but whose
interest are not the target of the activity
These stakeholders may be able to block the
activity and therefore constitute a killer risk
1–73

74. Stakeholder Engagement
Unaware: Unaware of the project and any potential impacts
Resistant: Aware of the project and its potential impacts and is resistant to change
Neutral: Aware of the project yet neither supportive nor resistant
Supportive: Aware of the project and potential impacts and supportive of the change
Leading: Aware of the project and potential impacts and actively engaged in the success of the
project
Current Engagement = C
Desired Engagement = D
1–74

75. Contribution/Commitment Grid
1–75

76. Exemple of stakeholder management plans
Stakeholder
name
Interest
(want)
Classificati
on
Attitude Priority of
engagemen
t
Strategy
Finance Higher
budget
Primary Mixed 3 Reward
Keep
informed
Unions Employe
ment
security
Key Non
supportive
1 Communica
te
Manage
closely
Shareholders Financia
l gain
Primary Supportive 4 Engage
Keep
satisfied
Community Quality
of life
Key Non
supportive
2 Involve
1–76

77. Activité
Elaborez une analyse
stakeholders pour votre projet
1–77

78. LA PLACE DU MANAGEMENT
DE PROJET DANS
L’ORGANISATION
1–78

79. Various approaches depending on the level
of the PM’s authority
1–79

80. Functional organization
1–80

81. Projectized Organization
1–81

82. Matrix Organization
1–82

83. Weak Matrix
1–83

84. Balanced Matrix
1–84

85. Strong Matrix
1–85

86. Dedicated Project Team
1–86

87. PROJECT MANAGER &
PROJECT TEAM
1–87

88. Le profil du chef de projet
Selon Harold Kerzner : « Le chef de
projet serait vraisemblablement
ingénieur, docteur en management et
en psychologie, doté d’une
expérience dans une quinzaine
d’entreprises à des fonctions variées,
et âgé d’environ 25 ans…»
1–88

89. Le profil de projet
• Quatre rôles :
• Choisit son équipe
• Planifie les activités
• Coordonne en interne et en externe
• (Re)motive, rend compte des problèmes
1–89

90. Les rôles du Chef de Projet
1–90
Organiser l’équipe
Coordonner
Agir sur les
motivations
Anticiper
Comprendre son
environnement
Contrôler
Informer
Prendre des
décisions
Fixer les objectifs
à l’équipe
Réajuster
Réseau relationnel
Chef de Projet

91. Comment composer une équipe de projet
performante?
• La théorie des rôles en équipe de Belbin
1–91

92. La théorie des rôles en équipe de Belbin
1–92

93. Apports et limites
1–93

94. PLANIFICATION DU PROJET
1–94

95. Processus de planification
1–95
Lots
Estimation
de charges
Décomposition
en tâches
élémentaires
Conception
OBS
WBS
RBS
OBS/
WBS
OBS/
RBS
WBS/
RBS
Planification
Saisie
des tâches
Budget
Chemin
critique
Lissage
Ordonnancement
Identification
du
Périmètre
Initialisation

96. WBS
• Le WBS est une décomposition hiérarchique,
axée sur les tâches et activités, du travail que
l’équipe de projet doit exécuter pour atteindre
les objectifs du projet et produire les livrables
voulus (Source: Project Management Institute)
1–96

97. 4–97
Hierarchical
Breakdown of
the WBS
FIGURE 4.3
* This breakdown groups work
packages by type of work within a
deliverable and allows assignment
of responsibility to an organizational
unit. This extra step facilitates a
system for monitoring project
progress (discussed in Chapter 13).

98. Exemple de WBS
1–98
Appartement
Préparation Gros oeuvre Finitions
Vider l’appartement Mise à jour structure
Démontage Emballage Dépose sanitaires Décoller papier peintDéménagement Déblaiement
Plans Choix et commandes Tracés Maçonnerie Plomberie

99. 4–99
How WBS Helps the Project Manager
• WBS
ŔFacilitates evaluation of cost, time, and technical
performance of the organization on a project.
ŔProvides management with information appropriate
to each organizational level.
ŔHelps in the development of the organization
breakdown structure (OBS). which assigns project
responsibilities to organizational units and individuals
ŔHelps manage plan, schedule, and budget.
ŔDefines communication channels and assists
in coordinating the various project elements.

100. OBS
• « Object Breakdown Structure » / « Product
Breakdown Structure »
• Nomenclature des objets du projet
• Décomposition de l’objet du projet en sous-
ensembles et en composants
• Il fournit une liste exhaustive et hiérarchisée
(sous forme d’organigramme en arbre) des
livrables qui participent au projet. Il fait partie de
la technique de planification de projets basée
sur les produits (ou livrables).
1–100

101. Exemple de OBS
1–101
Appartement
Salon / CuisineChambre Salle de bain
Espace lavabo Baignoire
Meuble sous lavabo Vasque
Cuisine Salon
Espace chaud Bar
Toilettes
Miroir + spots Robinetterie

102. RBS
• Organigramme des Ressources : le «QUI fait
QUOI ». Ce sont les ressources (les moyens) à
utiliser
• Décomposition du projet en ressources
• Regroupement des ressources par nature ou en
équipes
• Mise en place des calendriers de travail
1–102

103. Exemple de RBS
1–103
Appartement
Architecte d’intérieur Société de déménagement Plombier Société
Revêtements
Tapissier Peintre
Déménageurs Emballeurs
Carreleur
Matériel

104. OBS / RBS
1–104
• Qui fait quoi
• Définition des responsabilités en termes de
livrables
• Vérification de la présence de l’ensemble des
compétences pour l’exécution correcte du projet
Salle de bain Cuisine Chambre
Plombier
X X
Carreleur
X X
Électricien
X X
Peintre
X X

105. WBS / OBS
1–105
• Quand produit-on les différents éléments ?
• Mise en place du calendrier des livrables
• Vérification des phases
• Vérification de l’enchaînement des livrables
Salle de bain Cuisine / salon Chambre
Plan
X X X
Choix et commande
X X X
Plomberie
X X
Pose papiers peints
X X

106. WBS/RBS
1–106
• Calendrier des ressources
• Mise en place du plan de trésorerie
prévisionnel
• Plan projet initial
Pose sanitaires Finition chambre Finition cuisine / salon Pose électroménager
cuisine
Peintre
X X
Carreleur
X
Plombier
X X
Électricien
X X

107. Work Packages : définition des lots
1–107
Composant C
+
Constituants du
composant C
+
Activités C :
Travaux et moyens
nécessaires à
l’obtention du
composant C
Lot =

108. Exemple
1–108
• Lot 1: pose sanitaire salle de bain
Ŕ Plombier
Ŕ Baignoire
Ŕ Robinetterie baignoire + raccords
Ŕ Lavabo
Ŕ Robinetterie lavabo + raccords
Ŕ Meuble sous lavabo pré-monté
Ŕ WC
Ŕ Eau
Ŕ Pose baignoire en eau
Ŕ Pose lavabo en eau
Ŕ Pose WC en eau

109. La matrice des responsabilités RACI
• La matrice RACI définit les rôles et les
responsabilités des acteurs du projet.
• Représentation sous forme de tableau des
personnes responsables des activités, sous
activités et tâches.
1–109

110. La matrice des responsabilités RACI
• Le A = Accountable Celui qui est garant du résultat de la
tâche (même si ce n’est pas lui qui fait). Celui qui
approuvera le résultat car il doit rendre de comptes sur
le résultat de la tâche. ATTENTION: Une seule
personne Accountable !!
• Le ou les R = Responsible Celui (Individu ou
organisation) qui Réalisera la tâche
• Le ou les C = Consulted Celui qui pourra être consulté,
et donnera son avis ou ses préconisations, mais sans
participer directement à la réalisation (ex. un expert)
• Le ou les I = Informed Celui qui doit être tenu au
courant de l’avancement et des choix, même s’il n’est
pas impliqué dans la réalisation
1–110

111. Exemple Matrice RACI
1–111

112. GANTT charts
• Named after Henry Gantt (1861 - 1919) an
American mathematical engineer.
• A Gantt chart is a type of bar chart that illustrates
a project schedule.
• Gantt charts illustrate the start and finish dates of
the work elements (tasks) of a project.
• Elements of a GANTT chart:
Ŕ Task names
Ŕ Start and finish dates of each tasks (graphically)
Ŕ Dependency relationships
Ŕ Task duration in an additional column
Ŕ Lag relationships (start-to-start, finish-to-start etc.)
Ŕ Name of the project worker responsible for the task or
Ŕ Resource specifications
Ŕ other
1–112

113. GANTT chart example
ID Activities Who
is
respo
nsible
?
Time intervals
1. 2. 3. 4. 5. 6. 7. 8.
1.
2.
3.
4.
5.
6.
7.
8
9
10.
11.
113
Dr. Wajdi BEN REJEB

114. La méthode du chemin critique (PERT)
114
 La méthode du chemin critique (CPM: critical path
method) a été développée par Dupont en 1957 pour
son usine de produits chimiques.
La technique du diagramme PERT (Program Evaluation
and Review Technique) a été développée par la Marine
américaine pour le projet de missile sous-marin Polaris
en 1958
Le délai initial du programme Polaris était de 7
ans, l’application du PERT aurait permis de le
réduire à 4 ans…
Dr. Wajdi BEN REJEB

115. Objectif de la technique
• Organiser les tâches, déterminer le chemin
critique.. PERT
• .. un retard sur le chemin critique retarde la date
de fin du projet
• .. Accélérer le chemin critique permet de
terminer le projet plus vite
115

116. 1–116

117. Réseau PERT
1–117
1
2
3
4
6
5
7 8
A
B
E
D
C
F
G
H
I
J
6
2
3
5
4
6
2
3
2
2

118. Logiciel Gantt Project
• Déterminer et structurer la liste des tâches
• Estimer les durées et les ressources
• Réaliser le réseau logique
• Élaborer le diagramme de GANTT
118

119. Présentation de GANTTProject
Gestion d’affichage
du calendrier
Déplacement des
tâches dans le
planning
Gestion des tâches
Liste des tâches et
des ressources
Calendrier
1–119

120. Données générales
1–120

121. Définition des prédécesseurs
1–121

122. Gestion des ressources
Fonction spécifique au
développement de
logiciel
Possibilité
d’importer des
ressources à
partir d’autres
projets
1–122

123. Sur-utilisation des ressources
Équipe 2 affecté
à la construction
du châssis
Équipe 1 affecté
à la construction
du châssis
1–123

124. PROJECT RISK
MANAGEMENT
1–124

125. 7–125
Risk Management Process
• Risk
ŔUncertain or chance events that planning can not
overcome or control.
• Risk Management
ŔA proactive attempt to recognize and manage internal
events and external threats that affect the likelihood of
a project’s success.
• What can go wrong (risk event).
• How to minimize the risk event’s impact (consequences).
• What can be done before an event occurs (anticipation).
• What to do when an event occurs (contingency plans).

126. 7–126
The Risk Event Graph
FIGURE 7.1

127. 7–127
Risk Management’s Benefits
• A proactive rather than reactive approach.
• Reduces surprises and negative consequences.
• Prepares the project manager to take advantage
of appropriate risks.
• Provides better control over the future.
• Improves chances of reaching project performance
objectives within budget and on time.

128. 7–128
The Risk
Management
Process
FIGURE 7.2

129. 7–129
Managing Risk
• Step 1: Risk Identification
ŔGenerate a list of possible risks through
brainstorming, problem identification and risk profiling.
• Macro risks first, then specific events
• Step 2: Risk Assessment
ŔScenario analysis for event probability and impact
ŔRisk assessment matrix
ŔFailure Mode and Effects Analysis (FMEA)
ŔProbability analysis
• Decision trees, NPV, and PERT
ŔSemiquantitative scenario analysis

130. 7–130
The Risk Breakdown Structure (RBS)
FIGURE 7.3

131. Risk Analysis Matrix
1–131

132. 7–132
Risk Assessment Form
FIGURE 7.6
Failure Mode and Effects Analysis (FMEA)
Impact × Probability × Detection = Risk Value

133. 7–133
Risk Severity Matrix
FIGURE 7.7
Failure Mode and Effects Analysis (FMEA)
Impact × Probability × Detection = Risk Value

134. 7–134
Managing Risk (cont’d)
• Step 3: Risk Response Development
ŔMitigating Risk
• Reducing the likelihood an adverse event will occur.
• Reducing impact of adverse event.
ŔAvoiding Risk
• Changing the project plan to eliminate the risk or condition.
ŔTransferring Risk
• Paying a premium to pass the risk to another party.
• Requiring Build-Own-Operate-Transfer (BOOT) provisions.
ŔRetaining Risk
• Making a conscious decision to accept the risk.

135. Risk Management Plan
1–135

136. PROJECT BUDGET
1–136

137. Estimating Projects: Preferred Approach
• Make rough top-down estimates.
• Develop the WBS/OBS.
• Make bottom-up estimates.
• Develop schedules and budgets.
• Reconcile differences between top-down and
bottom-up estimates
1–137

138. Dr. Wajdi BEN
REJEB
McGraw-Hill/Irwin
5–138
Apportion Method of Allocating Project Costs
Using the Work Breakdown Structure
FIGURE 5.1

139. Types of Costs
• Direct Costs
ŔCosts that are clearly chargeable to a specific work
package.
• Labor, materials, equipment, and other
• Direct (Project) Overhead Costs
ŔCosts incurred that are directly tied to an identifiable
project deliverable or work package.
• Salary, rents, supplies, specialized machinery
• General and Administrative Overhead Costs
ŔOrganization costs indirectly linked to a specific
package that are apportioned to the project
1–139

140. Refining Estimates
• Reasons for Adjusting Estimates
ŔInteraction costs are hidden in estimates.
ŔNormal conditions do not apply.
ŔThings go wrong on projects.
ŔChanges in project scope and plans.
• Adjusting Estimates
ŔTime and cost estimates of specific activities are
adjusted as the risks, resources, and situation
particulars become more clearly defined.
1–140

141. LES NOUVELLES
APPROCHES EN
MANAGEMENT DE PROJET :
WATERFALL VS AGILE
1–141

142. Common Problems in Traditional Project
Management
1–142
•Late Delivery
•Over budget
•Wrong thing is
delivered

143. Waterfall Method
1–143
•Requirements are known
•Each stage signed off before
the next one commences
•Need extensive documentation
as this is the primary
communication medium
Perfect approach if requirements are fully understood and not complex

144. Agile Approach
1–144

145. Agile approach
1–145

146. Waterfall Vs Agile
1–146

147. Waterfall Vs Agile
1–147

148. 1–148

149. 1–149