International Enterprise

Project Management (IEPM)

Part 1
Introduction – Flexibility
Project Scope – Objectives – Phases

Charles Darwin: « It is not the strongest of the species that survives...

nor the most intelligent - the survivor is the most adaptable to change »
▪ Dominique Pouliquen Who I am
▪ 35 years of experience
▪ International level
▪ In 6 companies from start-up (8 people)
to multinational group (360.000 people)
▪ Some projects managed:
– Radio systems integration
(3 years in Europe, USA, Asia)
– CATIA Electrical Design & Dev.
– Business Services (Insurance...)
– IT Governance & Project Portfolio
▪ At IBM WW Central IT Office
– Change Integration Leader
– New Social Selling System (CRM)
– EMEA iPad Deployment & Adoption
– MEA Business & IT Projects
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 Course Objectives

At the end of this course, students should be able to:

1. Implement Project Management (PM)
2. Use PM tools to manage her/his projects
3. Apply a PM discipline to her/his activities
4. Communicate efficiently about a project
5. Get the best out of an international team

3
 Course Approach

1. Concrete rather than theoretical

2. Experience sharing (real examples)
3. Re-useable material :
templates, documents, guidelines ...
4. « cooking recipe »
5. Hands-on training

4
 Course Style
• Open communication (bilateral, oral & written)
• Respect (Language – Cultural)
• Raise any concern (there is no “stupid” question)
• Use accelerator / brakes / break

5
 Students Evaluation
Workshops
• Groups remain identical for the entire course
• Each member will get the grade of the group
• For online course, the ProjectLibre exercice can add
up to 2 points for each student individually
Two hours exam (not applicable for online course)
• QCM questions (15) about important contents
• Open question (1) about team communications
• Explain your answers. No negative points.
• Print of IEPM Summary Slides provided by IESEG
• No computer. No smartphone.
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 Course Important Slides
WBS
OBS This star
PDW
RIW indicates
PDR
SCOPE GANTT a key slide

1. Communication Mgt
2. Contract Mgt
3. Cost Mgt
4. Planning / Schedule Mgt
5. Pb / Issue mgt
6. Scope / Change Mgt
7. Team Mgt
8. Documentation Mgt
9. Risk / Quality Mgt

Projects
Selection Concept Plan Develop Qualify Deploy Lifecycle
7
Project Def Report - Project Def report – Work Breakdown Struct – Organizational Breakdown Struct – Risk identifcation Workshop –
 Course Contents

1. Introduction – Objectives – Measurements

2. The 9 pillars and the 7 phases
3. Enterprise & Business Transformation
4. Program / Project Mgt practical definitions
5. WBS / OBS / Gantt basic principles
6. Multi-Dimensional Project Management
7. Project Mngt Tool practical training hands-on
8. Risk / Time / Change Mgt
9. Getting the best out of international teams
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 Forewords
Globalization & Flexibility
Flexibility at all levels is key for organizations
and enterprises to survive in the highly demanding
international competition.
Flexibility can be implemented over process and
people with a corpus of project management
discipline and principles.

9
 The new reach : Companies are
« thinking Global, acting Local »

Globally
International Multinational Integrated
Abroad Customers Local agencies Global reach
International reach Local employees Right person/organisation
in the right place

10
 What makes all this possible ?

Global Economy

Intersection of Business & Technology

Global Digital Infrastructure

Source: IBM 11
 Business activities
are moving fast
example of « multi channel » (ubiquity U-commerce)

1 - Stores

4 - Mobile Internet
2 - Catalogs

3 - Internet at home

• Bubbles are moving fast

• Multi channel consumer has got more loyalty to the brand 12
• Importance to recognize the Customer wherever he comes to you
 Organization for Flexible Business
Marketplace

Corporate & Business Strategies

Business Transformation system

Project / Program Mngt Operations

Business Mngt
Planning Pre-concept Perf mgt
Concept Requirement mgt
Value chain definition Problem mgt
Initiative definition Plan Change mgt
Develop / Qualify Sunset mgt
Roll-out /Lifecycle

Process Business
Governance 13
& Standards Performance Mgt
Project-based matrix organisation
→ impacts people

Project 1
Procurement

Production
Marketing

Finance

Legal
HR
Project 2

Project 3

Overall projects / programme

coordination 14
 Why do we do project Management?

1. To satisfy your customers

in a flexible world
2. To be efficient at all times
3. To provide evidence to
executives & sponsors
4. To prepare audit trails
5. To build & share expertise

Project Management is also the strong base

for Business Plan methodology
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 Gantt > PERT > CPM
> Hishikawa > Flexibility (1/2)
• 1900
– Basic business principles
– Increase in size & complexity => sub-projects.
– Measuring machine-time per product in Automotive
• 1920
– Henry Gantt creates a method of putting elementary tasks
together to form a project
– Gantt charts become the most commonly used view
• 1940
– PERT (Project Evaluation and Review Technique)
– CPM (Critical Path Method)
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 Gantt > PERT > CPM
> Hishikawa > Flexibility (2/2)
• 1960
– More complex and multi-dimensional projects
– Integration of more business practices into one
• 1990 :
– Priority to reach improved quality & cost effectiveness
(Kanban, Jit, Hishikawa, ISO 9000…)
– Technology allows rapid expansion of standards
• 2000
– Project Management Maturity is measured in organisations,
which become project-based
– Reaction to rapid changes becomes essential
– Flexibility is the key 17
 Program / Project / Sub-Project
1. A Program (“do the right thing”) Program
▪ Is a collection of projects.
▪ Example : the NASA Apolo Program
2. A Project (“do the thing right”)
▪ Manages change Project A
▪ Manages a new situation
▪ Involves high management. Project B
▪ Has got a start and an end date.
3. A Sub-Project
▪ Is a sub-part of one Project Sub-project A1

Sub-project A2

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 Process <> Project
Warning : a Process is not a Project !

▪ Runs on a regular basis

▪ Has no start, no end
▪ Is event-triggered
▪ Is “managed by exception”
(decisions are codified)
▪ Examples :
• Chemical process
• Car manufacturing process
• Invoicing process

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First step in a project : PDW
Project Definition Workshop

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 Project Characteristics
1. Has objectives
2. Has end and bounds
3. Manages Changes
4. Requires resources
(people, IT, etc.)
5. Manages Time
6. Is cross-functional
7. Implements something different
8. Does not fit usual rules
9. Was generally not done before,
at least not exactly.

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 Project Phases

2 - Concept

1- Projects 3 - Plan 4 5 6 7- Projects

Develop Qualify Deploy
Selection Lifecycle

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 Phase 1 - Projects Selection
1. Need to have a strong
mechanism to prioritize projects
(commercial, internal…)
2. Consider Priority factors :
1. Alignement to strategy
2. Risk
3. Business case
4. Budget affordability

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Projects Selection Method A

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 Projects Selection Method B :
strategic prioritization framework
10
High 12
13 KEY
5
Cost
6
14 = $2M+
16
Benefit

18
11
15
17
= $801K – $1.99M
3
4
19
= $301K – $800K
7
9
8 = $0 – $300K

Low
2

Low
Business Priority Alignment High 25
 Phase 2 - Concept Phase
(where you build the scope triangle)

1. Project Sponsor is named

2. Project Scope & Objective is known
3. Written Requirements are prepared
4. Initial feasibility study is performed
5. High-level plan (baseline plan / milestone plan)
is known
6. Prepare & maintain…
– actions log, Authorization to
– issues & risk register, proceed FOR
NEXT PHASE
– lessons learned register.

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 Phase 3 - Plan (key phase)
▪ “It’s better to have one plan than no plan”
Soenke Stiemer (1960 -)

▪ “No plan survives contact with the enemy.”

Field Marshal Helmuth Graf von Moltke (1800-1891)

▪ “A good plan […] executed now is better

than a perfect plan executed next week.”
General George S. Patton Jr. (1885-1945)

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 Phase 3 - Plan (key phase)
1. Project Manager is named
2. Stakeholders are known and committed
3. Plan & resources are committed
4. Roles & responsibilities are described,
5. Project outcome (Business value) is known
6. Risk / Quality are described.
7. All Project Management compartments
are communicated (see next page) CONTRACT
8. At exit plan, SIGNATURE
– the sponsor decides to engage the funding for the rest
of the project based on the contract or on the PDR*,
– the project mgr commits on deliverables & planning
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* PDR: Project Definition Report
 Project Compartments
WBS
OBS
RIW
PDW PDR
SCOPE GANTT

1. Communication Mgt All along the 7 phases

2. Contract Mgt
3. Cost Mgt
4. Planning / Schedule Mgt
5. Pb / Issue mgt
6. Scope / Change Mgt
7. Team Mgt
8. Documentation Mgt
9. Risk / Quality Mgt
that each and every
project goes through,
the Project Manager
needs to make sure
s.he is managing the 9
pillars properly.

Projects
Selection Concept Plan Develop Qualify Deploy Lifecycle
29
Project Def Workshop - Work Breakdown Struct – Organizational Breakdown Struct
Risk Identification Workshop – Project Defnition Report
 Phase 4 - Develop
1. Team stakeholders are working
2. This phase is usually the most costly one
3. This is the « real work » : develop a software,
implement a new structure, build a bridge, sell/
buy a company, hire people, etc.
4. The control of the « triangle » is key
5. All sub-projects are involved
ALL
DELIVERABLES
COMPLETED

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 Phase 5 - Qualify
1. This phases is optional
2. It depends on the nature of the project
3. The goal is to verify that all deliverables meet
the requirements (quality, performance…)

DELIVERABLES
QUALIFIED

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 Phase 6 - Deploy (or “Roll-out”)
1. Deployment is made to all entities
2. The skills transfer are being made
3. All contracts (incl. Subcontractors) are closed out
4. This phase is optional and depends on projects

ALL ENTITIES
DEPLOYED

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 Phase 7 - Lifecycle
1. The operations management teams are
performing LCM (Life Cycle Management)
– Change management
– Problem management
• The operations are optimized as necessary
• The Customer is being proposed evolutions
• The yearly contracts are reviewed
END-OF-LIFE
SUNSET

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 First Step : PDW
Project Definition Workshop
▪ After the project has been selected through the projects
selection phase, the Project Manager will organize a
PDW with a few key players. (HR, IT, Industry – and if
needed the Customer, or the Sponsor).
▪ Initial team defines the “scope”, usually represented by a
triangle (cost-milestones-deliverables) and an objective.
The “Scope” is a high-level view of the project.
At this point, estimates are based on experience and will
be refined in the next phases.
▪ Requires creativity and open-mind, as it is the very moment
when the ideas for the project will be exchanged.

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 PDW: Defining the objective
▪ Defining the objective requires time and attention.
▪ Objective should be measurable.
▪ Sponsor, Customer, Core Team need to be
managed to agree on a common definition.
▪ This definition will not be changed throughout
the project unless a major change occurs.
▪ Consider asking the question « why do we really
want to do this project ? » 7 times successively.

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 PDW: All projects face a three-
dimensional constraint : “the scope”
Cost
(high-level estimates)

Measurable
OBJECTIVE

Milestones Deliverables
(High-level Planning) (main elements
produced by the
project) 36
PM role is to manage the project
triptic evolutions

Cost overrun Unmanaged

Planning delay
Requirements

1.The project Manager’s role is to maintain the

triptic in its original shape, as much as possible.
2.Any change will be managed through change
management procedures.
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 A scope example

PM Templates available at www.ProjectManagementDocs.com

Project Scope Statement

 Assignment 1
Scope Management (graded)
Form project team group *

Preparation 45-60’ - Presentation 5-10’

1 – select a project you like (list next slide)
2 – define its goal (overall) and objectives (concrete & measurable)
3 – estimate its cost (consider students are paid as normal employees)
4 – define a few (3-4) milestones and their corresponding deliverables
5 – present the project scope & objective. Each participant should have a
voice. Define who you are presenting to (the “sponsor”). You should try to
make an impression so the sponsor selects your project amongst others.

* Each group will use the same project during the 4 days of the IEPM course
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 Assignment 1 : Scope Management
• Presentation quality :
– Did you convince your audience that your project/team/
approach was very good or the best one ?
– Were they attendees loosing their attention ?
– Did you formulate clearly your objectives, target, results,
issues, etc ? (before you talk, while you talk, after you
talk)
– Did you use the communication media (voice, white
board, powerpoints..) at their maximum of efficiency ?
• Content Quality :
– Did you apply properly the principles from the course ?
– Could you answer properly the questions ?
– Have you proposed evolutions / new points / advanced
view as compared to the basics of the course ?
(eg internet search, books, etc)
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 Workshops Projects List
1. Web platform (selling, social…)
2. Digital solution for a rental company to optimize
reservation, pick-up, and return of cars
3. Digital solution for International Mngt School
(courses, admin., travels, students/prof. collab) Group 5
4. Student faraway trip (Nepal…) Group 2
5. Charity event with famous speaker Group 1
6. Take-away food truck for IESEG Group 4
7. Innovative amusement park Group 6
8. Medicalized residence for retired people
9. Residential condominium with services
10.Olympic Village for athletes Group 3

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 Waterfall & Agile Methods
▪ In some cases, “Agile” methods are preferred
to standard “Waterfall” methods.
▪ “Agile” allows more flexibility and requires a light
team with sense of urgency
Fixed cost

Iterative /
Fixed Time Adaptative
requirements

Agile
Waterfall
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How to learn Project Management?
1. Books : the miracle book on PM
2. The methodology
of your Company
3. Your customer method
4. Your common sense
5. Your mix with this course
1. PM Basics 20 hours
2. PM Advanced 2 weeks education /
2 years experience
3. PM Confirmed 2 month education /
10 years experience

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 Personal view on Projects
▪ You learn by doing
▪ You learn from trial and error
(but do the error only ONCE)
▪ Challenging / rewarding
▪ Requires creativity, rigor,
communication.
▪ Requires ability to work with
people and with money / time.

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 One of the two main methods :
PMI (Project Management Institute)
1. PMI is based in Atlanta (Ga)
(www.pmi.org)
2. 4-hours exam. Initiating
200 MCQ out of 3000 bank.
Can be done in many cities
in the world. Planning
3. You get the PMP (Project
Management Professional) Executing
Controlling
certificate – to be renewed
every 3 years.
Closing
4. The PMBOK (Book of
Knowledge) describes the 5
processes and the 9
Knowledge Areas.
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Training for PMI : PMP Trainer, Pass PMP, PMP for Dummies on IPad
 PMP vs Prince2 : geo usage
1. PMP is more oriented
on the required
knowledge for Project
Managers (500 000
PMP professionals
WW)
2. Prince2 is more
oriented on practical
side of project
management
(800,000 PRINCE2
certificates have been
issued)

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 PMI, PRINCE and CMMI

CMMI
Capability Maturity Model
Integration

Good practices

PMI PRINCE 2
Project Management Institute PRojects IN Controlled
(Atlanta) Environments (UK)
Tools and Processes-oriented Method-oriented

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 What you learned
▪ Flexibility is needed to survive
in a globalized world.
▪ Program / Project / Process
are different animals.
▪ Scope is time-functions-cost
triangle + Objective (4).
▪ Projects have 7 phases.
▪ Projects are there to
implement changes.
▪ Project Management
is key to success.

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 TLAs(*) list
▪ KPI Key Performance Indicator
▪ PDW Project Definition Workshop
▪ PDR Project Definition Report (50 pages)
▪ WBS Work Breakdown Structure
▪ PCB Project Control Book (2000 documents)
▪ RIW Risk Identification Workshop
▪ OBS Organizational Breakdown Structure

* Three-Letters Acronyms 49