CoursProjectMgt1 EPS V10 Pour RODECO ISTR

PROJECT MANAGEMENT
Pages
Ph. FILLATREAU
Chapter 1. Definition of a project 3
Project Management – Ph FILLATREAU – V10
Chapter 2. Life cycle of a project 15

Chapter 3. Scope of a project 21
Chapter 4. Project planning 30
Chapter 5. Time management tools 38
Chapter 6. Scheduling and smoothing 59
Chapter 7. Project monitoring 63
Chapter 8. Project planning and monitoring : a summary 89
Chapter 9. False ideas about projects 97
Chapter 10. Conclusion 102
Partly based on an original version in french by Ph. Clermont slide 1
Introduction
Course objectives
Knowledge and understanding of the tools and methods which will enable you to :
– define a clear and precise objective
– plan and monitor a project.
Course structure
Lectures :
– Definition of a project and defining scope (6 hours)
– Tools and methods for project planning and management (6 hours)
Practicals :
– Planning a project with MS Project (4 hours)
– Monitoring a project with MS Project (4 hours)
The objective is to teach you how to plan and run a project.
2
2. Definition of a project
slide 3
Definition : a project is :
« a collection of specific actions which methodically and progressively bring
about a future reality which has no exact equivalent, enabling the achievement
of technical and economic objectives put in place for a precise task and
including a start and a finish ».
Concept with an innovative aspect in terms of content, participants or method of

execution : no one project is the same (it is unique).
A project is not :
- a proposal or a draft,
- a more or less long-term forecast,
- a production activity,
- abstract or applied research.
Examples
- designing a new vehicle is a project,
- building a new manufacturing plant is a project,
- mass production is not a project,
- exploring potential new fuels is not a project.
slide 4
Project : a generic concept
Not everything is a project, but there is no business sector or industry to
which the theory cannot be applied!
A project is a unique and non-repetitive activity which:

– works towards a clearly defined objective,

– is carried out in a limited time,
– requires the participation of many departments and specialists,
– has precise requirements in terms of time, cost and return.
project : an ancient concept (e.g. building a pyramid) that progessively became a

standard for all industrial products !
slide 5
1. Where are projects used?
« The art and science of project management will soon become the very essence
of management training, operational excellence and added value. »
Tom Petersslide 6
1. The importance of project management
Strategic direction of companies:

• Shortening product life cycle
• International competition
• Huge increase in knowledge
• Company restructuring
• Increased customer focus
• Rapid development of under-developed countries
• Small projects often synonymous with major problems
Project Management Institute :

• Over 200,000 members
• Chapters in 125 countries
• PMP certification since 1984
• First training organisation to obtain ISO 9001 certification in 1999
• Publisher with more than 1,000 titles to its name
• 3 publications
slide 7
1. Definition of a project Desired
position
Current
status
Timeline
Start date Finish date

What needs to be done :
- identify all tasks enabling
What is the current progress from current status to What are the objectives ?
status ? desired position, Considered future position
-quantified using - draw up action plan. which is :
indicators, For each task, define : - consciously chosen and
- analysis of efficiency desired,
in relation to market - objectives (target),
- start and finish dates, - quantified by
demand, - expected results, measurable indicators,
- identification of - stakeholders (skills),
strengths and - achieved through a
- necessary resources positive approach.
weaknesses.
- responsibilities,
- risks of failure and if necessary
alternative solutions,
- performance indicators.
Establish core target
1. Objectives to be achieved
Successful project : 2 objectives
- client satisfaction, consider these two
- project team satisfaction objectives simultaneously
Client satisfaction
« Quality»
What are the expected uses?
What level of performance must be achieved ?
Magic triangle
Quality
« Cost » « Time »
What is the allocated budget ? When must the project start?
How much can the project cost ? When must it finish?
Current indicators
The triangle is ineffective with poorly achived
New criteria :
objectives and exceeding:
- time limits (100%), - accuracy / needs,
- customisation,
- costs (40% on average),
- «meaning» (useful and
- commercial failure of new products
necessary),
(80%).
- respect for the environment. slide 9
1. Client satisfaction
Functional specifications 100% compliance
Current
Cost with specification
status Time constraints.
Quality
Time horizon
Start Milestone 1 Milestone 2Milestone 3 Milestone 4 Finish
Project review:
- meeting with internal and external stakeholders,
- present deliverables (activity report), Current client
- progress analysis, expectations
- decide whether to continue with or stop the project,
- identify future action (corrective, if necessary),
- provide minutes of meeting (contractual).
Need to involve the client :

- not as a mere onlooker,
- but as the decision-maker.
slide 10
1. Team member satisfaction
An observation
The success of a project depends entirely on the commitment and motivation of the stakeholders !
They need looking after !
Maslow’s hierarchy of needs

Self-actualization
Motivational factors
Esteem
Belonging
Safety
Health & safety factors
Physiological
Motivation and commitment of stakeholders

HERZBERG
• difficult to secure,
• easy to lose. slide 11
1. Success factors
The Yin and Yang of a project

Technical dimension, or
mechanistic nature.
Socio-cultural dimension combining

tools and techniques relating to
Social Studies and Social Science .
Project : The mixture of two opposite but complementary elements
slide 12
1. Project management
Changing environments:
markets transition from « local » production economy to global market economy in a
permanent state of crisis.
techniques product, communication, mentality, means of transport,...
Increasingly turbulent environment

Always respond to new challenges

technologies and new industries, increasingly complex,
more and more regulations, legislation and health & safety concerns,
clients always very demanding,
decentralisation of responsibility.
Business needs
- performance based on cost, deadline, quality of products and processes,
- satisfy clients’ explicit and implicit needs,
- get it right from the outset : there’s no room for mistakes !
Hierarchical
system
(O.S.T.) Project To meet these challenges, we use a new method of
organisation organisation: organisation by project.
Objective : avoid the mismanagement which results

from OST’s mechanistic approach !
slide 13
1. Project Management
What is Project Management?
The application of knowledge, skills, tools and methods to a project with a view to
achieving and exceeding the needs and expectations of the project stakeholders,
i.e. finding a balance between the competing constraints specific to projects :
– different needs and expectations of stakeholders
– identified requirements (needs) and unidentified requirements (expectations),

– scale, quality, time and cost.
Objectives
• exceed client needs and expectations,

• satisfy the project team’s hopes and expectations,
• provide the project management team with the information needed to make
the decisions which will enable them to honour the terms of the client contract
(scope, quality, time, cost),
• put together statistical data, incidents plus reliable and reusable results to
improve preparation and execution of future projects.
slide 14
2. Life cycle of a project
slide 15
2. Life cycle of a project
Definition :
The life cycle of a project describes the development of a project from the initial
idea to its completion.
Defined Live state
Specified state
Functional state state Finished product
Particular technical Plans, Real state
Functional specifications requirements
diagrams, Prototype
w
ranges
e
c vi
t i
lis
Preliminary état spécifié
Definition Production
Feasibility Development
p
Implementation
studies of project
S i m
Economic & technical Organisation Manufacture
studies Resources Control
Decision to go ahead Responsibilities Delivery
Planning
Review options Detailed design Utilisation

Profitability Validation Development
Selection Prototype Withdrawal
slide 16
2. Phases of a project
4 key phases
Management du project
Project Management
Preliminary Feasibility Definition Completion of

Development Im plem entation Phase out
studies study Planning reports
Capitalisation
Training
Define Plan Execute Close
1. Objectives 1. Schedules 1. Progress report 1. Client training
2. Specifications 2. Budgets 2. Changes 2. Document transfer
3. Phases 3. Skills 3. Quality 3. Team congratulations
4. Teams 4. Risks 4. Forecasts 4. Free up resources
5. Responsibilities 5. Commitment of resources 5. Feedback
6. Profitability evaluation
Level of effort
Execute
Plan
Define Close
Start Finish slide 17

2. Types of process
Process :
A series of actions taken in order to achieve a given objective and which requires
resources, a budget and a deadline.
Two types of process :
• Project management processes :

– relate to the description and organisation of work (how the project is run),
– are applied to most projects, most of the time.
• Product-focused processes :
– relate to the specification and development of the product resulting from the
project,
– are part of the project life cycle, vary dependent on fields of application.
Interaction :
• Project management and product-focused processes overlap and interact
throughout the project..
• For example, project objectives cannot be defined without a minimum knowledge
of how to manufacture the product.
slide 18
2. Project management process
Structure
Control Closure
process process
Starting Planning Manufacturing

process process process
flux de documents et de livrables

Product-focused processes
Process components :
– input data : documents or deliverables which will be produced in order to begin the process,
– tools and methods : processes applied to input data to produce output data,
– output data :collected documents or deliverables resultant from the process.
Characteristics :
– a macro and micro vision of the project with repeated links enabling ongoing planning
(as progress is made),
– major interaction between the processes : output data from one constitutes input data
of one or several others ,
– overlapping of processes in each phase or sub-project. slide 19
2. Project management processes
Composed of 5 process types :
• Initiating:
– ensure that input data is available,
– get the company to commit to starting the next process.
• Planning:
– draw up and put into use a workable plan of execution,

– allocate budgets, responsibilities, deadlines, etc.
• Executing:
– co-ordinate staff and resources necessary for the execution of the project.
•Controlling/monitoring:
– monitor and measure progress,
– define and employ corrective actions.
• Closing:
– formalise completion of the project (prepare administrative documents),
– build on information acquired during the project,
– assign stakeholders to their new roles.
slide 20
3. Scope of a project
Select a dream
Use your dream to set yourself a goal
Create a plan
Consider (assess) your resources
Exploit (use) and develop skills and abilities
So Go For It !
Success will surely follow
slide 21
3. Process overview
Initial idea
Put together a People from the industry

group of experts Objectives
Deliverables
Establish scope of the project Exclusions
Set priority matrix
Workloads
Build WBS
Degrees of freedom Margins

Constraints Set up logic Critical path
network and PERT
Create
Manpower
Gantt chart
Scheduling
Allocate
Available skills resources
Planning
(Gantt)
slide 22
Key questions to ask yourself to get your project off to a good start
Requires a global view of the project
1 - Define objectives
Considered future situation which is :

- consciously chosen and desired,
- quantified by measurable indicators.
Establish the core target for all elements of the project.
An objective must be S.M.A.R.T.
25 %
Penetrate discount
Increase market Increase Grow stronger in store network
share shareholder margin market segment
None of these suggestions is a SMART objective !

slide 23
1 - Define objectives
Ask yourself the following questions :
- What for? : goal to be achieved,
- Why? : what has created the need for a project?
- What? : key performance indicators
- When? : finish date
- How much? : what is the budget? 17/04
2 - Define clients and stakeholders involved in the project

- Who is the end client?
- Whose collaboration is required ?
- Whose approval is required ?
- Who can oppose or stop the project ?
- Who needs progress reports on the project ?
Life cycle
project
Production Operation …
Just one unsatisfied client in the Recycling
cycle can ruin the project !
slide 24
3 - Define the main deliverables

For each client ask yourself :
- What are their criteria for satisfaction?
- What result will be necessary to satisfy them and in what form?

- Will the hoped-for result be acceptable to the client ?
4 - Define milestones and their schedule

Milestone : important and precise moment of the project which acts as a
performance control point.
A milestone often equates to the achievement of an important deliverable.
The definition of milestones helps provide :
- an initial estimate of duration, costs and resources,
- a basis for determining the major stakeholders in the project.
The milestone schedule is set according to the required deliverables.

slide 25
5 – Define technical requirements

Technical requirements: constraints which will ensure a performance in line
with client expectations.
Technical requirements can be :
− compatibility of electronic or computer formats,
− ability to function in the particular work environment (220V, 110Hz)

− current regulations (e.g. swimming records approved by FINA).
Key element to success often forgotten in definition of the project !
6 – Define limits and exclusions of the project

Limits and exlusions of content: things that will not be done during the
project.
To be clearly specified from the start in order to avoid :
− waste of resources and time due to poor problem analysis,
− client disappointment.
Fundamental to client satisfaction

slide 26
7 – Evaluate risks
Identify possible events which could have a negative impact.

− What are the guarantees of progression and completion ?
− What are the main risks ?

− How formal and structured is the project ?
− How does the project relate to the company’s current business ?
Standard tool : 5M
1 – Man : selection, skills / performance, personal factors

2 – Media : external, largely environmental forces
- Climatic
- Operational
- Hyginenic / safety
- Etc
slide 27
7 – Evaluate risks (follow-up)
3 – Machine : used as intended, limitations, interface with man

- Design : engineering reliability and performance, ergonomics
- Maintenance : availibility (time, tools & parts), ease of access
- Logistics : supply, upkeep, repair
- Technical data : clear, accurate, useable, available

4 – Management : drives the interaction between Man, Media, Machine and
Mission - standards, procedures, controls
5 – Mission : the desired outcome
- Objectives : complexity understood, well defined, obtainable
- The results of the interactions of the 4 other Ms.
8 – Review content with the client
This will ensure that :
− client expectations are agreed and understood,
− contributions and changes are acceptable to the client,
− limits and exclusions are fixed.
This can reveal 50% of client dissatisfaction
Ensure relevance of the project before committing resources !
slide 28
Set priorities
The success of a project depends on the ability to adapt to change
need to have degrees of freedom and priorities
Direct relation between cost and schedule
varies between cost, schedule and content
Priority matrix
Overview of the project setting out priorities and degrees of freedom
Three types of behaviour :
− Compliance: performance criteria which must be met or which cannot be
modified,
− Improvement: performance criteria needing to be improved to increase
client satisfaction,
− Approval: criteria for which a reduced performance is acceptable
Content Cost Schedule

Comply with
Each project has its own Improve
priority matrix Approve slide 29
4. Project planning
« If one does not know to which port one is sailing, no wind is favourable. »
Seneca, Greek philosopher (c. 4 - 65 AD)
slide 30
4. Work breakdown structure (WBS)
Objective :
Convert a list of deliverables into a list of tasks.
Difficult and key element in project planning
Rule :
– break down each deliverable into sub-deliverables and so on until you obtain
deliverables which can be managed by one identified person or group of persons,
– identify work packages required to produce the sub-deliverable,
– allocate a manager to each unit,
– allocate a cost centre.
Benefits :
enables identification of 90 - 95% of tasks to be undertaken,
breakdown of overall work into smaller elements :
– easier to handle,
– run by one local manager (1 task = 1 boss),
– retains overall coherence .
facilitates progress measurement,
applicable to more than 90% of projects, whatever their size or field
slide 31
4. Project structure
Level Hierarchy Description
1 Objectives
Client requirements and expected results.
Main components to be provided to clients to satisfy

2 Deliverables
them
Secondary Elements required to be able to provide deliverables.

3
deliverables
Lower level
n Lowest level of responsibility (attributable to one
deliverables
manager)
+1 Cost centre Grouping of work packages (by job type) to monitor

progress and responsibilities
n+2 Work Tangible and quantifiable jobs

packages
slide 32
Level
1 Personal computer prototype
other
components
Software and Storage Mouse, Microprocessor
2
applications units keyboard,

audio system
External Hard Laser Internal BIOS system

3
USB disk disk memory
n Motor Printed Framing Read/write

circuits head. lowest level
deliverables
LT A LT E LT C LT D
n+2 LT B LT F LTJ LT K
LT G work packages
LT H
slide 33
Each work package enables :
– definition of the work (what?),
– calculation of time required to complete one package (how much time?),
– calculation of resources needed to carry out work package (who?),
– setting of budget (how much money?),
– identification of progress indicators (control)
Make sure you set out the necessary pre-requisites for starting the work.
Preparation of a WBS:
– difficult job,
– result of a team effort (one or more teams)
A WBS is used to identify project tasks. It is not :

- the nomenclature of the final product,
- the process of making the product !
Integrating the WBS into the organisation :

– specify departments responsible for work packages,
– allocate cost centre to be able to monitor production.
slide 34
Work packages
LT A.A External Hard Laser

LT A.B USB disk disk
LT A.C
Budget
per Motor Printed Casing Read/write
period
circuits head
Time
Cost
Design
centre
Production
Cost Cost
Manufacture
centre centre
Organisation
Cost Cost
Trials
centre centre
Cost
Supply
centre
Cost
Software
centre
RAM: Responsibility Assignment Matrix slide 35
4. Estimating duration
Estimation :
– involve people of the relevant profession and/or get their approval (best
involvement),
– take into account calendar time (weekends, bank holidays, company
Resources required:
closing).
– duration depends directly on the number of resources allocated to a task,
– Note! .Function is not linear and has thresholds

History: use of past results from :
– project files : formalised results often few in number and with little detail
– databases: unambiguous external results and often must be paid for,
– stakeholder experience : tacit results often less reliable but numerous.
Capacity of resources: duration depends on :
– the experience of the people involved, Draw a Gantt chart
– the equipment used.
calculation drawing prototyping
1 person 2 people 1 person
1 PC + EF 2 PCs + CAD 1 assembly station
1 week 4 weeks 4 weeks
36 slide 36
4. Cost – time relationship
cost
accelerated
Ca
Increase
normal
Cn
duration
Da Dn
Unrealistic : we can spend

Decrease Unrealistic : if we go
more, but we won’t go
faster slower, we’ll spend more
slide 37
5. Time management tools
slide 38
5. Precedence table
Objective :
Present all project tasks in a simple and comprehensive way.
This table is the result of industry experts’ analysis of resources to be used to keep to
specifications. .
Tasks Clear and concise Direct or Human Necessary enty

represented by description indirect time resources points to be
letters constraint required able to start
Activity
Description Duration Personnel Dependencies
A Research current practice 1 month R&D none
B Study the market 6 months Marketing none
C Plan project 2 weeks Project Manager A and B
D Monitor project same finish as Project Leader C
N
N Close the project 1 week All L and M slide 39

5. Types of dependency
To link the beginning and end of two tasks, there are many types of dependency :
what a task needs to be able to start or finish.
Finish to start The end of one task triggers the

A B start of another.
A
Start to finish The start of one task triggers the
B end of another.
A
Start to start The start of one task triggers the
B start of another.
A
Finish to finish The end of one task triggers the
B end of another.
A
Start to delayed The start of one task triggers the
delay 3 start start of another with a 3-period
B
gap. slide 40
5. Logic network
Objective : check
the consistency and sequence of project tasks
the exhaustiveness of the task list
Show the sequence of tasks taking into account the dependencies.
Activity Description Duration Personnel Dependencies

A None
B None
C A and B
D B
E C
F Same finish as E D
G E
H F and start of G
A C E G Master
Start
finish/finish start/start Finish
B D F H Servant
slide 41
5. Temporal networks
Network diagram: Potentials method

PERT chart A 3 B 4
0 3 3 7
A3 B4 0 3 3 7
0 3 7 Fin
C 4 7
C4 4 X0 0 4 7
3 7
Fundamental rules of construction :

– the arrow runs from left to right,
– a task can only start once all the entry points are available,
– each task must have unique and specific numbering
– loops are not allowed (a task is only performed once),
– wording such as « if… then …, if not … » is not permitted,
– it is possible to use start and finish nodes to simplify reading,
– avoid crossing arcs (tasks) or dependency constraints as much as possible,
– draw the network and present it in the clearest way possible.
slide 42
5. Critical path and margin
The critical path is the longest path between the start and finish of a projet.
The critical path can change during the project !

There can also be several critical paths.
total float (n) = [latest finish task(n)] - [earliest finish task(n)]
free float (n) = [earliest start task(n+1)] - [earliest finish task(n)]

(amount of time a task has to be completed without modifying the earliest start of
downstream tasks)
The critical path is made up of the tasks that have the lowest total float
The total float of the critical path can be negative.

slide 43
5. Temporal networks
Method
– devised in 1958 by Bernard ROY (a Frenchman)
– based on two components :
• activities are positions and are represented by rectangles,
• antecedents are represented by arcs.
Structuring
Indicate the following for each activity:
- early start date (départ hâtif) : DH
- early finish date (fin hâtive): FH DH N° FH
- late start date (début tardif): DT
- late finish date (fin tardive): FT Ma Description
- total float (marge totale) : Ma,
- description,
DT Duration FT
- planned duration,
- identifying number.
Note Do not confuse this with

It is possible to create project the PERT method!
start and finish elements.
slide 44
5. Potentials method
Example : B E DH N° FH
Ma Description
A C F G H
Duratio
DT FT
D n
B E
Draw up Request link

constructio
n plans
15 H
15
Assign the
premises
0 A C F G 35
Await Analyse Get plans Construct

authorisatio traffic flow approved buildings
n
10 10 170
0 5
Check Dependency constraints are

access considered to be Finish – Start type
5
slide 45
Example : B E DH N° FH
Ma Description
A C F G H
Duratio
DT FT
D n
B E
Draw up Request link

constructio
n plans
15 H
15
Assign the
premises
0 A C F G 35
Await Analyse Get plans Construct

authorisatio traffic flow approved buildings
n
10 10 170
0 5
Check Dependency constraints are

access considered to be Finish – Start type
5
slide 46
Exemple : B E DH N° FH
Ma Description
A C F G H
Duratio
DT FT
D n
5 B 20 20 E 35
Constructio Links made

0 165
n plans by DDE
5 15 20 185 15 200 200 H 235
Premises
0
assigned
0 A 5 5 C 15 20 F 30 30 G 200 200 35 235
Authorisatio Analyse Approval of Constructio

0 5 0 0
n granted traffic flow plans n deadline
0 5 5 10 10 20 20 10 30 30 170 200
5 D 10
10
Access Dependency constraints are
checked considered to be Finish – Start type
15 5 20
slide 47
5. Time management tools
Other types of antecedents:
Finish - start
A B
type
Progression of task
A Start – start structuring:

type
B
DH N° FH
A
Start – finish Ma Description Ma
type
DT Duration FT
B
A Total float at start

Finish – finish
type
B Total float at finish
A
Start – delayed start
retard 3 type
B slide 48
Example :
0 A F
Design Write
system manual
5 3
E
Test
System
B C D
Order Install Install
equipment equipme software
nt
1 6
2
DH N° FH
Ma Description Ma
DT Duration FT
slide 49
Example :
0 A 5 5 F 11
Design Write
0 0 3 0
system manual
0 5 5 8 3 11
5 E 11
Test
4 0
system
9 2 11
0 B 1 1 C 3 5 D 11
Order Install Install
2 2 0 0
equipment 2 equipme 2 software
nt
2 1 3 5 6 11
3 2 5
DH N° FH
Tasks can be critical at start, at finish or on both dates ! Ma Description Ma
DT Duration FT
slide 50
DH N° FH
Exercise with several types of dependency:
Ma Description Ma
DT Duration FT
B E H
4 2 5
A C F I K
2 8 7 4 3
D G J
9 4 12
slide 51
DH N° FH
Exercise with several types of dependency:
Ma Description
Duratio
DT FT
n
2 B 6 6 E 10 18 H 23
11 11 11 9 1 1
13 4 17 17 2 19 19 5 24
0 A 2 2 C 10 11 F 18 18 I 22 23 K 27
0 0 2 2 1 1 2 2 1 0
0 2 2 4 8 12 12 7 19 20 4 24 24 3 27
2 D 11 11 G 15 15 J 27
0 0 0 0 0 0
2 9 11 11 4 15 15 12 27
slide 52
5. Gantt chart
Tool developed in 1917 by Henry Gantt which enables:

– graphical representation of:
• the temporal organisation of tasks or work packages,
• use of resources by the tasks,
• work progress,
• temporal margins,
– display of the schedule and use of resources.
Principle :
– put on an orthonormal basis (or a chart) :
• on the y axis, tasks or resources are represented by rectangles whose length is
proportional to the duration (actual or forecast),
• on the x axis, temporal scale (month, weeks, periods, etc.),
• links between tasks or resources in order to plot dependencies,
– fill the rectangles proportionally to the degree of completion of the tasks.
Simple, visual tool used in all types of projects, whatever their size or domain.
slide 53
5. Gantt chart
Key :
Two types of Gantt chart:
forecast duration
Tasks / time margins
Phase 1
Displays the organisation
Phase 2
of tasks on the timeline
with precedences and Phase 3
margins Month
FebruaryMarch April May June
Resources / tasks / time

Displays the use of Pierre Ph 1
resources within the Ph 3
tasks and timescale. Paul Ph 2
Jacques Ph 1 Ph 3 Month
FebruaryMarch April May June
slide 54
5. Setting milestones
Setting downstream milestones
This involves making tasks start as early as possible, when the resources are
available.
Planning is done from the start of the project and enables you to calculate:
− early start and finish dates of the tasks,
− earliest finish date of the project
Ph. 1 Ph. 1
Ph. 2 Ph. 2
Ph 3 Ph 3
Ph 4 Ph 4
Month Month
Feb. March Apr. May Fev. March Apr. May
Setting upstream milestones

This involves making tasks start as late as possible, when the resources are
available.
Planning is done from the end of the project and enables you to calculate :
− late start and finish dates of the tasks,
− margins and critical path.
slide 55
5. Gantt chart
Manpower
Displays the number of resources required .
B D
A E L G J
Try to keep the workforce
the same size. C F I H K
A
B
C
D
E
F
G
H
I
J
K
L
2 4 6 8 10 12 14 16 18 20 22 24 26
slide 56
5. Monitoring Gantt chart
Objective
To have a display tool capable of highlighting disparities as early as possible.
Monitoring Gantt chart : entry-level tool.

A
Reference chart
B
C
Duration
D
reference
E
Margin
F
1 2 3 4 5 6 7 8 9 10 11 12
A Day of measurement
Monitoring chart
In 6th period B
C
Work done
to date D
Work still to E
be done
F
slide 57
5. Monitoring chart with milestones
Deadline monitoring
Actual Actual
deadline at deadline at Delay
milestones milestone 4
Advance
Expected
deadline at
milestone 4
Expected deadline
at milestones
Role : Mil. 1 Mil. 2 Mil. 3 Mil. 4
- to display drifts away from the deadline and the trend at milestones,
- reschedule the finish date of the project.
slide 58
6. Scheduling and smoothing
slide 59
6. Scheduling resources
Types of dependencies between tasks
Technical or logical dependencies:
– logical sequence of tasks
– technical organisation.
Physical dependencies:
– need to keep to a restricted access slot.

Resource dependencies:
– human, physical or material resources,
– raw materials,
– working capital.
Classification of scheduling problems:

– Time constraint
A time constraint means that time (duration of the project) is fixed, but
resources are flexible.
– Resource constraint
A resource constraint indicates that resources are fixed, but duration is
changeable. slide 60
Scheduling assumption:
– the staggering of work is prohibited.
Method 1 : Levelling demand for resources
Principle :
– delay non-critical activities by using the margin to reduce the maximum level
of demand for resources,

– increase the minimum level of demand for resources.
Method 2 : Scheduling resources
Principle :
– draw up a priority list for resources,
– allocate them so as to minimise delays without exceeding allocated resources
or modifying the technical dependencies of the network.
Heuristic objective :
– To allocate resources to activities so as to minimise delays.
Priority allocation rules
– minimum margin,
– shortest duration,
– lowest activity identification number.
slide 61
Types of smoothing : based on the equation: Work = Duration x Resource
units
– with fixed work: duration is variable,
– with fixed duration: work is variable.
Factors to consider
– skills of the resource for the allotted task,

– abilities of the resource and number of overtime hours,
– tensions between staff
– level of detail required to complete task,
– future requirements in terms of human resources.
Consequences of smoothing workload :

– skills of the resource for the allotted task
– reduction in margin,
– reduction in flexibility of planned schedule,
– increase in delays,
– increase in number of critical and sub-critical activities,
– reduction in available margins,
– increase in complexity of scheduling slide 62
7. Project monitoring
« How does a project get to be a year late?

One day at a time. ».
Frederick Brooks, « The mythical Man Month »
slide 63
7. Why monitoring is necessary
To avoid too many delays you must:

− regularly evaluate performance,
− constantly monitor the project.
Evaluation :
− set performance and results indicators,
− set reporting methods: system tools, stakeholders, frequency…,
− centralise all information relating to the project,
− summarise results and distribute to relevant stakeholders.
Monitoring:
− define each person’s responsibilities,
− limit the growth of small problems,
− implement problem-solving measures and follow them
− concentrate on key objectives (priority matrix).
Basic tasks for a project manager. slide 64

7. Report format
Example format of task report :
1 – Progress made since last report

2 – Current project status

commitment of resources
budget status
completed deliverables
deliverables in progress with completion rate.
3 – Overall trends between now and the end of the project
4 – Problems and questions
previous problem-solving measures
new disparities and problems identified
measures undertaken.
5 – Planned corrective action
6 – Updated schedule
slide 65
7. Dealing with conflict
Interpersonal Personal
• Five ways of resolving conflict: relations objectives
forcing
– force the relevant parties to come to an agreement bad good
– quick and lasting solution,
– solution not always the best.
smoothing
– reduce each person’s constraints in order to reach agreement,

good bad
– longer solution,
– temporary and not ideal solution – allowing frustration.
compromise
– similar to smoothing,
– if solution is well thought out and detailed then it is permanent, medium medium
– stakeholders always frustrated (have to compromise too much).
confrontation
– look for precise solution by prioritising each person’s constraints
and expectations, excellent excellent
– longer time to reach the solution, but the best and lasting.
withdrawal
– problem put to one side and therefore not resolved,
– loss of commitment on the part of stakeholders, bad bad
– worst method.
slide 66
7. Plan of communication
Department X Company Y
PROJECT HORIZON
PERFORMANCE PROJECT TPM
Progress chart
Productivity a
b
c
d
e
Agukaze azefuiaezf
WORK
SUGGESTIONS GROUPS
Areg Areg before after
Quality fare Areg fare
Areg fare
Areg Areg
fare
Areg Areg fare fare
Areg
fare fare fare
Azr orezpz zefoiha MG
Objective :
to inform project stakeholders and the company’s entire staff about
the project, its objectives, its progress, the people involved … at the launch of,
during and at the end of the project.
Advantages :
– staff understand the importance of the project to the company,
– staff are more supportive of the project,
– the project team feels less isolated.
slide 67
7. Meetings
Keep an eye on
Before the time
l Prepare items for discussion Intervene if discussion
moves off topic
l Provide participants with
1) agenda,
2) information to read prior to
the meeting.
l Appoint a strong chairperson
Beginning During End

Re-state Summarise following Conclusion, i.e.:
objectives, agenda, discussion of each - summary of decisions made
length of meeting.. item. - measures to be taken
- date of next meeting
Don’t hog the floor! Afterwards

Circulate the
minutes
And, what’s more important,

get the quieter ones to speak
slide 68
Update project progress at a given date :

– According to predefined, important project milestones
– According to a predefined update frequency
– In relation to the handling of a particular critical problem

– …
Project follow-up: no turning back

– You cannot change what has already happened
– Preventive action
– Corrective action
slide 69
Set up the project team :
– Define skills needed
– Identify skills of available human resources
– Allocate human resources in a relevant way
– Clearly allocate responsibilities and make sure everybody understands his/her
role and objectives, but also the global objectives
Be a team / be part of a team :

– Mutual respect
– Responsibility
– Autonomy does not mean individualism
– Reactivity and communication
– No fear / no misplaced egos
Be meticulous :
– Traceability
– Actions log
– Documentation
– Write what will be done, do what you wrote
slide 70
Project management / monitoring should help, not hinder your project
Project progress update frequency should be adapted to :
– the scale of the project

– the difficulty level of the project / work package / task
– the different levels of reporting needed (technical, financial, commercial);

reported information and its presentation should be filtered / relevant with
respect to the audience (technical management team, technical development
team, executive officers, financial, commercial or administrative team;
– the organization of the different functions of the company / laboratory
– the identified key milestones (technical / financial / commercial) of the project
– …
slide 71
7. Production project : example of standard milestones
1 – Launching the project :
– Contract approval, set-up of the project team (project management, technical /
commercial / quality teams), definition of the main steps, set up a quality plan, relations
between the stakeholders.
2 – Requirements review (WHAT) :

– WHAT will be done ; functionality and performance of the system to be developed
3 – Design review (HOW) :

– HOW it will be done / implemented
4 – Approval / delivery reviews :

– Approval plan, reports
– Delivery procedure / testing and reporting (approved by / with the customer)
– Factory / site acceptance
5 – Project closure and evaluation / assessment :

– Technical assessment, and listing of what can be reused
– Commercial, costs, human assessment
Possibility to redefine / negotiate project objectives.

Do not combine successive steps.
slide 72
7. Study / research project : example of standard milestones
1 – Launching the project :
– Contract approval, set-up of the project team (project management, technical /
commercial / quality teams), definition of the main steps, set up a quality plan, relations
between the stakeholders.
2 – Requirements review (WHAT) :

– Review of the study’s objectives ; feasibility problems, prototyping stages planning
3 – Design review (HOW) :

– HOW it will be done
4 – Validation / Delivery reviews :

– Study acceptance procedure / report (approved by / with the customer)
5 – Project closure and evaluation / assessment :

– Technical assessment, and listing of what can be reused
– Commercial, costs, human assessment
Possibility to redefine / negotiate project objectives.

Do not combine successive steps.
slide 73
Cascade Cycle
Nous ne pouvons pas afficher lʼimage.
•limited traceability, errors have serious consequences
slide 74
V Cycle
• Overcome limitations of the cascade cycle

• Separate functional matters (needs) and design and development matters
• Traceability (global consistency, distribution of updates)
• Errors are detected earlier
slide 75
Prototyping
• When needs are poorly defined

• R&D project, validation of critical points (partial prototyping)
76
slide 76
7. Monitoring a project
2 approaches :
– Update using the workload (charge in French)
– Update using the elapsed time / duration (durée in French)
It is also necessary to monitor costs.
slide 77
Monitoring a project using elapsed time / duration (durée):
– Update one task at a time, or update a set of tasks

– Update actual elapsed time / duration between the start date of the project
and the current date
– Percentage of planned duration elapsed, and percentage of work done are

NOT the same
– Processing both independently over a whole (large) project may be a (too)
heavy task
– Update the progress status of one task at a time : manual mode for classic
tools (like MS Project)
– Update the progress status of a set of tasks: made possible by standard tools
(e.g. MS Project) through automatic modes linking elapsed time and
workload.
– Update the progress status of a set of tasks
– Delaying of non-completed tasks (the work that remains to be done) after a
given date in the future.
slide 78
Monitoring a project using workload (charge) done :
– Update data about the work which has actually been done.
– Possibility to associate workload and percentage of elapsed time / duration, or

not.
slide 79
7. Monitoring costs
Monitoring the costs of a project :
– Enables monitoring of the project from a costs / financial point of view
– The financial management of a company (laboratory) seeks more predictive /

reactive monitoring of the accounts and finances of the company (laboratory);

– planning of the key financial milestones of each project
– invoicing schedule ; milestones here are usually associated with a
deliverable
– Expenses schedule
– monitor the costs of the projects
slide 80
7. Monitoring costs
Different kinds of costs :
– Predefined costs associated to subcontracted tasks (fixed cost tasks)
– Costs associated with the workload done (depending on the hourly rate of the
human resources)
– Set and take into account an hourly overtime rate
– Set a “cost per use” if the cost of the workload resource is a fixed cost for
a given task
– Differentiate hourly costs : various staff and skills levels categories,
possible use of temporary employees
– Costs associated with the payment milestones
– Costs like travel expenses : possibility to set specific resources budget
slide 81
7. Monitoring costs
In order to monitor the costs of a project :
– Establish project costs during the planning stage

– Planning costs distributes tasks and costs / expenses through time
– During the execution of the project, the monitoring of costs can be reported
using a graph known as an “S Curve” (see curve shape)
slide 82
7. Monitoring costs
In the following graph:

– Lower curve: work done; stops at the current update date (state date)
– Intermediate curve: shows the reference budget planning
– Upper curve :
– “consumed” part: real cost of the project
– “To be done (TBD): Estimate to complete ETC
slide 83
7. Monitoring costs
Define appropriate indicators helping to monitor :
– Deadline shifts with respect to initially planned (or re-planned) milestones and
deadlines.
– Costs with respect to initially planned costs
slide 84
7. Monitoring costs
Earned value analysis

(http://fr.wikipedia.org/wiki/Gestion_de_la_valeur_acquise) :
– Enables you to display progress of work done and budget consumption with
regard to initial planning.
– Decision support : decision-making tool, helps to determine improvements to

the project
– Allocation of human / material resources
– Productivity
– Critical points to be improved
– Earned Value Management (EVM) : methodology created in the USA in order

to be able to measure the performance of industrial production.
– Used for the first time by the US Air Force (early 1960s, military "Minuteman
Missile Program »).
slide 85
7. Monitoring costs – PHF
Indicators :
– Based on the comparison of the following 3 basic data series
– Value of work planned at the state date : BCWS ( Budgeted Cost of Work
Scheduled) or CBTP (Coût Budgété du Travail Prévu) in French.
– Value of actual costs: ACWP (Actual Cost Work Performed) or CRTE
(Coût Réel du Travail Effectué) in French.
– Value of work done (or Earned Value, EV) : BCWP (Budgeted Cost Work
Performed) or CBTE (Coût Budgété du Travail Effectué) in French.

– S Curve: display these 3 indicators through time
– Indicators : built to compare BCWS and ACWP to BCWP
– BCWP – BCWS = Schedule Variance (SV)
– BCWP – ACWP = Cost Variance (CV)
– BCWP / BCWS = Schedule Performance Index (SPI)
– BCWP / ACWP = Cost Performance Index (CPI)
Good indicators Bad indicators

SV or CV > 0 SV or CV < 0
SPI or CPI > 1 SPI or CPI < 1
slide 86
7. Monitoring costs
Use indicators to monitor the financial aspects of your project
progress. For example :
– Productivity is good but project progress is too slow è resources are not
sufficient
– Productivity is low è too much unplanned work ? Workload underestimated ?
To monitor the costs of your project :
– Establish reference budget for your project

– Compute BCWP
– Compare BCWP to BCWS
– Compare real costs to BCWP
Monitoring project costs : 2 options
– Actual workload and costs always and strictly linked by hourly rates
(monitoring is more automatic / less precise)
– Actual workload and costs not strictly linked by hourly rates (monitoring is
more precise / a heavier task)
slide 87
7. Monitoring a project : two interesting log files
1 – Log file to monitor workload spent
– Daily basis
– Workload spent by each team member + corresponding task(s) / work
package(s)
– Time unit : half day ?
Possible format : table with the following columns
Name Date – A.M. / P.M. Task code Comments
2 – Log file to monitor actions (not tasks / work packages !)
Possible format : table with the following columns :
Time What Who When Status
slide 88
8. Planning and monitoring a project

A summary
slide 89
8. Project monitoring and planning : a summary
Define the scope of the project :
– Define objectives - What for ? Why ? What (key performance indicators) ?
When (finish date) ? How much (budget) ?
– Define clients and stakeholders involved in the project : who is the end client ?
Whose collaboration is required ? Whose approval is required ? Who can
oppose or stop the project ? Who needs progress reports ? External experts ?
Suppliers ?
– Define the main needs / deliverables + client(s)’s criteria of satisfaction,

expected results, hoped-for result acceptable by the client(s)
– Milestones and their schedule
– Technical requirements
– Limits and exclusions of the project
– Risks (5Ms)
– Review content with the client(s)
SCOPE PLANNING MONITORING
slide 90
Planning the project :
– WBS : tree decomposition
TASKS / WORK
DELIVERABLES WBS
PACKAGES
– difficult and key step of project planning

– Break down deliverables è sub-deliverables until sub-deliverables
managable by 1 identified person or group of people
– Identify work packages required to produce these sub-deliverables
– For each task : assign responsibility (1 person)
slide 91
Define tasks and temporal constraints
2 kind of tasks : internal (done by your entity / company) and external (sub-
contracted)
For internal tasks - fixed workload tasks

- Allocate human resources (work type), and respective hourly/daily rate and
workload (quantity of work to be done, in hours / days / etc)
- Allocate material resources and associated costs
- INPUT of the planning tool (e.g. MS Project) : tasks, resources, workload
- OUTPUT (in the GANTT diagram) : duration / delay, cost
- Critical path : made of such tasks
slide 92
For external tasks - fixed duration / cost
- Allocate duration (in hours / days / …) and cost
- Resources (if any) : cost
- INPUT of the planning tool : duration / cost
- OUTPUT (in the GANTT diagram) : duration / cost
- Non critical tasks (no influence on the final date)

Specific tasks :
- Milestones : duration = 0 days
- Possibility to define recurrent tasks
Overallocations : use scheduling / temporal constraints and smoothing to solve
them
OUTPUT of the planning phase : GANTT diagramm
Establish this planning as reference planning before starting the project
slide 93
Monitoring the project :
- Choose and respect adapted development cycle
- Use Monitoring Gantt, to compare progress status with respect to the
reference Gantt diagram
- Monitor delays ( / client) and costs ( / your management)
- MS Project : 2 approaches for project monitoring : wrt workload / duration
- For each approach, 2 modes : manual (task by task) / automatic (set of / all
tasks)
- Progress status : at the state date
- MS Project is a powerful tool è let MS Project do as much as it can for you !

- Minimize amount of data entered
slide 94
Monitoring the project :
- Compulsory reviews with the client : kick-off, requirements, acceptance, final

- Other review (internal or with client) : design, validation, …
- Establish progress status at regular intervals of time
- Filter information delivered according to whom it is intended for (client, your

management,commercial team, technical team)
- Finish in a stable state !
- Log file for a monitoring of daily events / tasks
- Log file for spent workload
- Deliverables : include user / designer manual
- Attention to team working
slide 95
Documents : remember to manage versions !
- One possible approach :

- Name your working documents the following way : NameRoot-work.ext
(working documents are the only ones to be edited !)
- Name sucessive versions the following way : NameRoot-eXY.ext where "XY"
stands for the version / edition number

- Procedure to save a given version :
- At any time, NameRoot-work.ext is the only file to be open / edited
- Save the working document
- Copy the working document, rename it using the following name :
NameRoot-eXY.ext (do NOT use "save as")
- Make sure the saved version cannot be modified in the future
slide 96
9. False ideas about projects
slide 97
9. False ideas
Traditional company organisation (by job type and title) can

work transversely as a result of the coordination by the
project manager !
True for simple False for difficult, innovative

projects which are and risky projects which are
rare ! common.
Project organisation can produce:

– confusion: who is responsible for what, who makes the decisions?
– conflict: why am I not in charge of this project or that task?
– misunderstandings: why has such a decision been made?
and therefore lead to mediocrity!
Communication is good, but above all we must learn to communicate,

to listen and to work together!
slide 98
9. False ideas
A good project idea means guaranteed 100 % success!
According to Carlos Ghosn :

« The idea is10% of any success, implementation is 90% ! »
A project is a decisions factory!
Therefore:
– ensure the relevance and viability of the project,
– plan « as far as is useful » the action to take,
– identify risks of failure and suggest alternative solutions,
– regularly question the relevance of the project,
– and communicate with the project stakeholders about positive and
negative events and decisions made.
slide 99
9. False ideas
Once you start a project, there’s no going back !
Element of
the
unknown/risk
Projects are launched in the dark The target is often a moving one
Doubt is cast on the durability of a project at each milestone:

learn to kill a project before it becomes even more costly!
It’s like in poker :

– you have to pay to see (before the project),
– and know when to retire gracefully before you lose your
shirt!
slide 100
9. False ideas
You must stick to the original plan!
So far
everything’s going well,
I’m sticking to
the original schedule
The original plan is a guideline.

It enables us to know where we are and where we want to go!
It is not a constraint that must be adhered to, no matter what!
To manage a project we must look:

– ahead to know where we’re going and the path that remains
to be followed,
– behind to know what has already been done in order to
readjust budgets and deadlines. slide 101
10. Conclusion
slide 102
10. Conclusion
A project and its management :
undeniable factors to a company’s success
key phases : planning and execution .
Project planning is:

– the setting of quantifiable objectives,

– the breakdown of the project into smaller tasks,
– the calculation and verification of necessary costs and deadlines,
– the identification of the risks of failure and drawing up of a backup plan,
– the allocation of resources, budget and deadlines,
– the allocation of responsibilities.
Sets guidelines for future projects!
Planning stage:
necessary to the success of a project but not
sufficient!
slide 103
10. Conclusion
Six requirements for successful project management:

1. Project objectives are clearly defined.
2. Management is involved and committed - it supports the project and

monitors its progress.
3. Roles and responsibilities are well defined and understood.
4. There are sufficient resources.
5. The project manager has authority and maintains good working
relationships with the different departments within the company.
6. The project team is made up of skilled personnel who have the time
required to do the job.
slide 104

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PROJECT MANAGEMENT

Chapter 2. Life cycle of a project 15

The objective is to teach you how to plan and run a project.

Concept with an innovative aspect in terms of content, participants or method of

A project is a unique and non-repetitive activity which:

– works towards a clearly defined objective,

project : an ancient concept (e.g. building a pyramid) that progessively became a

Strategic direction of companies:

Project Management Institute :

Start date Finish date

Start Milestone 1 Milestone 2Milestone 3 Milestone 4 Finish

Need to involve the client :

Maslow’s hierarchy of needs

Motivation and commitment of stakeholders

The Yin and Yang of a project

Socio-cultural dimension combining

Project : The mixture of two opposite but complementary elements

Increasingly turbulent environment

Always respond to new challenges

Objective : avoid the mismanagement which results

– identified requirements (needs) and unidentified requirements (expectations),

• exceed client needs and expectations,

2. Life cycle of a project

Review options Detailed design Utilisation

Preliminary Feasibility Definition Completion of

Start Finish slide 17

• Project management processes :

Starting Planning Manufacturing

flux de documents et de livrables

– draw up and put into use a workable plan of execution,

Put together a People from the industry

Set priority matrix

Degrees of freedom Margins

Requires a global view of the project

Considered future situation which is :

None of these suggestions is a SMART objective !

- How much? : what is the budget? 17/04

2 - Define clients and stakeholders involved in the project

3 - Define the main deliverables

- What result will be necessary to satisfy them and in what form?

4 - Define milestones and their schedule

The milestone schedule is set according to the required deliverables.

5 – Define technical requirements

− ability to function in the particular work environment (220V, 110Hz)

Key element to success often forgotten in definition of the project !

6 – Define limits and exclusions of the project

Fundamental to client satisfaction

Identify possible events which could have a negative impact.

− What are the main risks ?

1 – Man : selection, skills / performance, personal factors

3 – Machine : used as intended, limitations, interface with man

- Technical data : clear, accurate, useable, available

Content Cost Schedule

Seneca, Greek philosopher (c. 4 - 65 AD)

Main components to be provided to clients to satisfy

Secondary Elements required to be able to provide deliverables.

+1 Cost centre Grouping of work packages (by job type) to monitor

n+2 Work Tangible and quantifiable jobs

applications units keyboard,

External Hard Laser Internal BIOS system

n Motor Printed Framing Read/write

– identification of progress indicators (control)