Course Conducting Research Projects-Part1

Course
Conduite des Projets Scientifiques
Instructor:
Dr. Belkacem KHALDI
b.khaldi@esi-sba.dz belkacem_khaldi
Belkacem_Khaldi Khaldi Belkacem
October 24, 2021 1

Educational
Research Interests Working Experience
Background
University of Biskra Swarm Robotics & Swarm Sonatrach

• 2013-2018: Ph.D., Intelligence • 2006-2019: Software
Computer Science • Swarm Robots Collective Engineer, involved in many
• 2010-2012: M.Sc., behaviors Business IT App Projects.
Computer Science • Bio swarm-Inspired control
• 1996-2001: Engineer, Models
Computer Science Algerie Telecom
• 2005: Network
Artificial Intelligence Administrator
Collaborative Affiliations • AI-based fault and
anomaly detection
• Environmental Statistics,
Division of Computer, • AI-based Predictive asset
Electrical and maintenance approaches Military IT Devision
Mathematical Sciences and • AI-based forecasting • 2004: Software Developer
Engineering, KAUST, Saudi methods
Arabia
October 24, 2021 2

International Khaldi, B., Harrou, F., Benslimane, S. M., Sun, Y. (2021). A Data-Driven Soft Sensor for Swarm Motion Speed
Prediction using Ensemble Learning Methods. IEEE Sensors Journal.
Journals
Khaldi, B., Harrou, F., Cherif, F., & Sun, Y. (2021). Towards Emerging Cubic Spline Patterns with a Mobile
Robotics Swarm System. in IEEE Transactions on Cognitive and Developmental Systems Journal.
Khaldi, B., Harrou, F., Sun, Y., & Cherif, F. (2019). Flexible and Efficient Topological Approaches for a Reliable Robots
Swarm Aggregation. IEEE Access,7.
Harrou, F., Khaldi, B., Sun, Y, & Cherif, F. (2018). Monitoring robotic swarm systems under noisy conditions using an
effective fault detection strategy. IEEE Sensors Journal, PP(99):1-1
Khaldi, B., Harrou, F., Cherif, F., & Sun, Y. (2018). Self-organization in Aggregating Robot Swarms: A DW-KNN
Topological approach. Elsevier Journal of BioSystems, 165, pp. 106-121.
Khaldi, B., Harrou, F., Cherif, F., & Sun, Y. (2017). Monitoring a robot swarm using a data-driven fault detection
approach. Elsevier Journal of Robotics and Autonomous Systems, (97), pp. 193-203.
International Khaldi, B., Harrou, F., Cherif,F., & Sun, Y. (2020). Improving robots swarm aggregation performance throught the
Minkowski distance function. 2020 6th International Conference on Mechatronics and Robotics Engineering (ICMRE),
Conferences Barcelona, Spain, 2020, pp. 87-91
Harrou, F.,Khaldi, B., Sun, Y., & Cherif, F. (2018). Statistical detection of faults in swarm robots under noisy conditions. In
2018 6th International Conference on Control Engineering & Information Technology (CEIT) (pp. 1-6)
Khaldi, B., Harrou, F., Cherif, F., & Sun, Y. (2017, October). A Distance Weighted-based Approach for Self-Organized
Aggregation in Robot Swarms. In 2017 5th International Conference on Electrical Engineering (ICEE), Boumerdes,
Algeria. (pp.1-6). IEEE.
Khaldi, B., & Cherif, F. (2016, November). Swarm robots circle formation via a virtual viscoelastic control model. In 2016
8th International Conference on Modelling, Identification and Control (ICMIC), Media, Algeria. (pp. 725-730). IEEE.
Khaldi, B., & Cherif, F. (2016, June). A Virtual Viscoelastic Based Aggregation Model for Self-organization of Swarm
Robots System. In Conference Towards Autonomous Robotic Systems (TAROS), Shiefield, UK. (pp. 202-213). Springer
International Publishing.
October 24, 2021 3

Course Structure
Introduction & History of Part I: Fundamental Concepts Part II: Scientific Project
Project Management (PM) of Project Management (PM) Management
Duration: 2 Hours 6 Hours 2 Hours
Total Hours: 10 Hours
Course Assessment Recommended Books
Exam
Teamwork
q  Deliverable: Research Project Proposal
October 24, 2021 4

October 24, 2021 5
Have you ever been involved in any kind of
? projects?
What kind of projects have you been
involved with?
Do you think you have successfully achieved
the outcomes of your projects?
What criteria did you use to state that your
projects are successful?
Have you applied any project management
method?
October 24, 2021 6
②  Explain what a project is and
provide examples of
scientific projects
①  U n d e r s t a n d t h e
growing need for ③  Describe what project
project management, 2 management is and discuss
especially for scientific key elements of a successful
3
projects scientific project
management.
⑤  Provide you with useful tools and ④  Teach you how to think as a
techniques to manage and project manager without
conduct a scientific project. relying on a particular
project management
approach.
October 24, 2021 7

Reference: PMI’s 2019 Pulse of the Profession® survey •  3,133 project management professionals,
11th Global Project Management Survey (PMI.org/Pulse.) •  441 Project Management Office (PMO) directors,
•  368 executive leaders from a range of industries
October 24, 2021 8

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October 24, 2021 10
October 24, 2021 11
Reference: Salary: Project Manager | Glassdoor
October 24, 2021 12

Project Management Professional Program Management Professional
•  The gold standard of project management •  Designed to demonstrate skills in managing
certification. Recognized and demanded by multiple, complex projects to achieve strategic
organizations worldwide. and organizational results.
Portfolio Management Professional Certified Associate in Project

•  Designed to recognize the advanced experience Management
and skill of portfolio managers and its ability in •  Designed to demonstrate your understanding
the coordinated management of one or more of the fundamental knowledge, terminology
portfolios. and processes of effective project management.
Professional in Business Analysis Agile Certified Practitioner

•  Designed to highlight your expertise in business •  Created to apply agile principles and practices
analysis and your ability to work effectively on projects.
with stakeholders, shape the output of projects
and drive successful business outcomes.
Risk Management Professional Scheduling Professional

•  D e s i g n e d t o r e c o g n i z e d e m o n s t r a t e d •  D e s i g n e d t o r e c o g n i z e d e m o n s t r a t e d
knowledge and expertise in the specialized area knowledge and advanced experience in the
of assessing and identifying project risks. specialized area of developing and maintaining
project schedules.
October 24, 2021 13

For more details see: https://www.pmi.org/certifications/types
October 24, 2021 14

October 24, 2021 15
Ancient records showed that there Scheduling diagrams firstly used on the A leading professional society for cost
were managers for each of the four Hoover Dam project started in 1931. estimators, cost engineers, schedulers,
faces of the Great Pyramid. They are still in use today in project project managers and project control.
management.
2570 BC 1917 1956

The Great Pyramid of Giza The Gantt chart Developed by The American Association
Completed Henry Gantt (1861-1919) of Cost Engineers (AACE)
Formed
208 BC 1954 1957

Construction of the Great Project Management 1st The Critical Path Method
Wall of China Term Introduced by (CPM) Invented by the
Bernard Adolph Schriever Dupont Corporation
According to historical data, the Emperor Bernard Adolph Schriever was a United A technique used to predict project
Qin Shihuang ordered the labor force that States Air Force (USAF) general who duration. It was so successful, it saved
was organized into groups composed of played a major role in the USAF programs the corporation $1 million in the first
millions of people to finish this project. for space and ballistic missile research. year of its implementation.
October 24, 2021 16

A method for analyzing the tasks The world's 1st project management The Waterfall model was proposed for
involved in completing a project, association, started in Vienna. It is now a managing the development of large
especially the time needed to complete federation of about 50 national and software systems.
each task. internationally oriented project
management associations.
1958 1965 1970
The Program Evaluation Review The International Project Waterfall method created
Technique (PERT) Invented for Management Association by Winston Walker Royce
the U.S. Navy's Polaris Project. (IPMA) Founded.
1962 1969 1977

US Dept. of Defense (DOD) Project Management Emergence of Project
Mandate the Work Institute (PMI) Launched. Management Software
Breakdown Structure (WBS) (Oracle, Artemis, Scitor,..).
An exhaustive, hierarchical tree structure Founded as a non-profit professional The rapid evolution of some project
of deliverables and tasks that need to be organization to advance project management software businesses based
performed to complete a project. It is still management. PMI is the publisher of, 'A on Oracle (1977), Artemis (1977), and
in use today in project management. Guide to the Project Management Body Scitor Corporation (1979).
of Knowledge (PMBOK)’.
October 24, 2021 17
An overall management philosophy that A project management technique used The American National Standards
helps organizations continually achieve to measure project performance based Institute (ANSI) recognizes PMBOK as a
their goal. It forms the basis of Critical on the comparison of work performed standard, and later by the Institute of
Chain Project Management Method. and work planned. Electrical and Electronics Engineers
(IEEE).
1984 1989 1998
Theory of Constraints (TOC) Earned Value Management PMBOK Becomes an ANSI
Introduced by Dr. Eliyahu M. (EVM) Leadership Elevated to Standard.
Goldratt. Under-secretary of Defense for
Acquisition.
1986 1996 2001

A Guide to the Project PRINCE2 Published by CCTA Agile Project Management.
Management Body of (Central Computer and
Knowledge Published by PMI. Telecommunications Agency).
A 1st white paper published by the PMI as PRojects IN Controlled Environments An approach for Agile Software
an attempt to document and standardize (PRINCE) is the UK standard for all d e v e l o p m e n t t h a t e m p h a s i z e
accepted project management information government information systems incremental delivery, team collaboration,
and practices. projects. and continual planning.
October 24, 2021 18

A process for applying the skills and A revision of the PMBOK with improving PM became ISO standard to be applied
knowledge of cost engineering. It is also consistency and greater clarification. by any organization, including public,
the 1st integrated method of portfolio, The updated version has two new private or community groups, and for
programme and project management. processes, not in the previous versions. any project.
2006 2008 2012

Total Cost Management 4th Edition of PMBOK Guide ISO 21500:2012 Guidance
Framework Release by AACE Released. on Project Management.
International.
2007 2009 2017

PM² project management Major PRINCE2 Revision by 6th Edition of PMBOK
methodology developed and Office of Government Guide Release.
supported by the Eur. Commission. Commerce (OGC).
A c o m m o n P r o j e c t M a n a g e m e n t A major revision has seen the method The last edition of the PMBOK with major
Methodology for all Institutions, Member m a d e s i m p l e r a n d m o r e e a s i l y revision to improve and simplify project
States, Providers and Citizens of the EU. It customizable. The updated version gives management.
is heavily built on PMBOK and PRINCE2. a better set of tools to deliver projects.
October 24, 2021 19

October 24, 2021 20
Project Management
Project management is simply the process of managing projects
Project Meaning Management Meaning
we need to understand what a we need to understand what is

project is. implied by the term managing
1 January 2019 21
1.  About Project:
1.  What is a project?
q  “A temporary endeavor undertaken to create a unique product,
service, or result.” (PMBOK® Guide 2017)
q  “A temporary organizational structure which is setup to create a

unique product or service (output) within certain constraints such as
time, cost, and quality.” (The PM2 Project Management
Methodology Guide – Open Edition 2016)
q  “ The work performed by an organization one time to produce a

unique outcome.” (Absolute Beginner's Guide to Project
Management 2013)
q  “A unique set of processes consisting of coordinated and controlled

activities with start and end dates, performed to achieve project
objectives. ” (ISO 21500 Guidance on project management 2012)
1 January 2019 22
1.  What is a project?
q  “A temporary endeavor undertaken to create a unique product,
service, or result.” (PMBOK® Guide 2017)
q  “A temporary organizational structure which is setup to create a

unique product or service (output) within certain constraints such as
time, cost, and quality.” (The PM2 Project Management
Methodology Guide – Open Edition 2016)
q  “ The work performed by an organization one time to produce a

unique outcome.” (Absolute Beginner's Guide to Project
Management 2013)
q  “A unique set of processes consisting of coordinated and controlled

activities with start and end dates, performed to achieve project
objectives. ” (ISO 21500 Guidance on project management 2012)
1 January 2019 23
2.  Project characteristics
Temporary Cross-functional Team

•  The project has a well- •  A temporary collaborative
defined start and end. team work.
Unique Constraints
•  The project’s output has not •  Restrictions defining a
been created before (non project's limitations (e.g.
routine). time, cost, quality).
Change Uncertainty
•  Projects drive change in •  Projects bring with them
organizations. risks.
1 January 2019 24
2.  Projects vs Operations
q  Projects are different from normal day-to-day work (operations)
q  Operation is the ongoing, repetitive set of activities that sustain the organization
q  In most projects, the operations period begins after the project’s main products
have been produced and accepted by the client
Example of Projects Example of Operations

q  Building a new automobiles factory q  Assembling the daily automobiles sub-
components.
How do you recognize that a project has slipped into operations mode?
q  The main project deliverables have been produced and have been accepted by the client.
q  The main project output (deliverable) is being used.
q  Support is provided to users (by former project team members or via a help desk).
q  Maintenance activities are undertaken.
q  Minor updates (improvements) are planned and implemented over time.
1 January 2019 25
2.  Projects vs Operations
Feature Projects Operations
Key Similarities •  Planned, executed, and •  Planned, executed, and
controlled controlled
•  Performed by people •  Performed by people
•  Resource constrained •  Resource constrained
Purpose •  Attain objectives and terminate •  Sustain the organization
Time •  Temporary •  Ongoing
Outcome •  Unique product, service, or •  Non-unique product, service,
result or result
People •  Dynamic, temporary teams •  Functional teams generally
formed to meet project needs. aligned with organizational
Generally not aligned with structure
organizational structure
1 January 2019 26
3.  Relationship of project, program, and portfolio
A project may be managed in three separate scenarios:
q  as a stand-alone project (outside of a portfolio or program),
q  within a program, or
q  within a portfolio.
²  Portfolio: A suite of business programs

managed together to optimize overall
enterprise value.
²  Program: A collection of related projects that
are dependent on each other and serve a
common outcome.
Project Program Portfolio
Unique Benefit Related Achieve a
projects, business
shared benefit objective
1 January 2019 27
3.  Relationship of project, program, and portfolio
Example:
Hasnaoui Companies Group
Construction Industrial Agricultural Services Stone

Portfolio Division Division Division Division Division
Building a Building a
Program township In SBA township In Oran
Luxury Low cost single- Commercial purpose

Project apartments family houses office buildings
1 January 2019 28
4.  Project Organization Structure
4.1. About organizational structure?
q  Organizational structure refers to the way a company or organization is setup.
q  It shows how groups or functions report within the organization.
q  It can affect how resources are allocated to the project and it will therefore having an
impact on project management.
4.2. Organizational Structure Types
The Functional
Structure
Organizational The Projectized

Weak Matrix
Structure Types Structure
The Matrix
Balanced Matrix
Structure
Strong Matrix
1 January 2019 29
4.2.1. Organizational Structure Types: The Functional Structure
q  Every employee is positioned within only one function and has to report to only his FM.
q  The FM assigns and manages the employees work and handles administrative tasks.
1 January 2019 30
4.2.2. Organizational Structure Types: The Projectized Structure
q  Project-based organizations are structured around projects and not functions.

q  Project Managers have high levels of independence and authority for the project resources.
1 January 2019 31
4.2.3.1. Organizational Structure Types: The Weak Matrix Structure
q  Maintains many of the features of the functional organizational structure.

q  The role of the Project Manager is more that of a Project Coordinator.
q  Enforcing decisions is low and most of the authority remains with the Functional Manager.
1 January 2019 32
4.2.3.2. Organizational Structure Types: The Balanced Matrix Structure
q  Recognize the need for a Project Manager.

q  The Project Manager does not have full authority over the project, project staff or project budget.
1 January 2019 33
4.2.3.3. Organizational Structure Types: The Strong Matrix Structure
q  Have many of the features of the projectized organizational structure.

q  Full-time Project Managers and project administrative staff.
q  Project Managers have considerable authority over the project.
1 January 2019 34
4.3. Influence Of Organizational Structure On Project Management
Two of the key project aspects affected by organizational structure types are:
q  Project Manager Authority.
q  Resource Availability.
High High
Project Resource
Manager Availability
Authority
Low Low
Functianal Matrix Projectized Functianal Matrix Projectized
Organizational Structure Spectrum

1 January 2019 35
5.  Project Stakeholders
Project stakeholders are individuals, groups of people, organizations or firms that:
q  Have stake (interest) in project
q  Affect or be affected (directly or indirectly, positively or negatively) by project results
1 January 2019 36
2.  About Project Management:
1.  What is Project Management?
q  “The application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.” (PMBOK®
Guide 2017)
q  “The activities of planning, organizing, securing, monitoring and
managing the necessary resources and work to deliver specific
project goals and objectives in an effective and efficient way.” (The
PM2 Project Management Methodology Guide – Open Edition 2016)
q  “The process of leading a team that has never worked together
before to accomplish something that has never been done before in
a given amount of time with a limited amount of money.” (Absolute
Beginner's Guide to Project Management 2013)
q  “The application of methods, tools, techniques and competences to

a project” (ISO 21500 Guidance on project management 2012)
1 January 2019 37
2.  The PM Lifecycle
q  The PM lifecycle describes the stages a project goes through as it progresses from start
to finish.
q  The PM lifecycle provides a framework for managing any type of project.
q  The PM project lifecycle has 5 phases:
Initiating Planning Execution Closure

Monitor & Control
1 January 2019 38
2.2. The PM Lifecycle
Monitor & Control
q  Purpose: Understanding the goals, priorities, deadlines, and risks q  Common Terms:
of the project and obtaining authorization to start the project. §  Preliminary planning,
§  kicking off
q  Key Activities:
Client need: (Client) request Business Case: Establishing

for addressing a need, project justification and
problem or opportunity. defining budgetary.
Project Initiation Request: Project Charter: A detailed

Gathering Information about d o c u m e n t o n p ro b l e m
the requestor, business descriptions, project
needs and desired project definition, and information
outcomes. on deliverables and project
organization.
1 January 2019 39
Monitor & Control
q  Purpose: Defining and refining objectives of the project and q  Common Terms:
selecting the best course of action to attain those objectives. §  Developing the plan,
§  Setting the stage
P l a n n i n g K i c k- o ff
Meeting: running the Project Work Plan: Plans: creating other
P l a n n i n g K i c k- o ff creating the Project plans (e.g. the
Meeting to officially Work Plan (Work Communications
starts the Planning B re a kd o w n , Management Plan, the
Phase. Schedule and Costs). Risk Plan...).
Project Handbook: Project Stakeholder

creating the Project Matrix: finalizing the
Handbook, which Project Stakeholder
d e f i n e s t h e Matrix, which
m a n a g e m e n t identifies all project
a p p ro a c h fo r t h e stakeholders.
project.
1 January 2019 40
Monitor & Control
Purpose: Coordinating the people and resources to implement the q  Common Terms:
plans. §  Getting it done,
§  Coordinating
Coordinating:
coordinating project Project Deliverables:
E xe c u t i n g K i c k- o ff work, people and Producing the project
Meeting: running the resources, and deliverables in
E xe c u t i n g K i c k- o ff resolving conflicts and accordance with the
Meeting . issues.. project plans
D i s t r i b u t i n g Quality Assurance:
Information: ensure that the
distribution of project adheres to the
information based on agreed quality
the Communications standards.
Management Plan.
1 January 2019 41
Monitor & Control
q  Purpose: Formalizing acceptance of project or phase and q  Common Terms:

bringing to an orderly end. §  Client acceptance,
§  Closeout
Project-End Review Meeting: Best Practices: documenting

finalizing all activities related the Lessons Learned and the
to all deliverables, to formally Best Practices for future
close the project. . projects.
Lesson Learned: discussing Administrative Closure:

the overall project administratively closing the
experience and Lessons project and archiving all
Learned with the project project documents.
team.
1 January 2019 42
Monitor & Control
q  Purpose: Track, review, and regulate the progress and q  Common Terms:
performance of the project. §  Tracking Progress,
§  Keeping on course
Monitoring
• Measuring ongoing activities.
• Monitoring project variables Controlling
(cost, time, effort, …) against • Identifying corrective actions to
project plans. address deviations from plans, and
to properly address issues and risks.
1 January 2019 43
3.  The PM Variables
2.3.1. Triple Constraint Model
The financial constraints of
the project.
The goals and deliverables The schedule for the

required to fulfill a project. project to be fulfilled.
1 January 2019 44
2.3.2. Double Triple Constraint (Star) Model
The financial constraints of
the project.
The product quality

requirements.
1 January 2019 45
2.3.3. Putting Constraints Management Into Practice
PMBOK
•  Scope management,
•  Time (Schedule) management,
•  Cost (Budget) management,
Knowledge •  Quality management,
•  Resources management,
Areas •  Risk management, and

•  Others…..
1 January 2019 46
4.  The Project Manager
One Title Many Roles
1 January 2019 47
4.  The Project Manager
Project Manager Competences
q  Technical Project Management: The knowledge,

skills, and behaviors related to specific domains of
project, program, and portfolio management.
q  Leadership: The knowledge, skills, and behaviors
needed to guide, motivate, and direct a team, to
help an organization achieve its business goals.
q  Strategic and business management: The
knowledge and expertise in the industry and
organization that enhanced performance and better
delivers business outcomes.
1 January 2019 48
5.  Essential Elements for Successful Project
2.5.1. Successful Project
Delivered as
promised
Maintains
Completed
"win-win"
on-time
relationships
Successful
Met all
stakeholder Project Completed
within
expectations budget
Achieved
Delivered
original
quality
purpose
1 January 2019 49
5.  Essential Elements for Successful Project
2.5.2. Common Raisons for Troubled Projects
Organizational- Project-level
level Issues Issues
Raisons
q  The project manager hasn't the overall for Project q  The project manager has tremendous
control on project factors. Troubles influence on project factors.
q  But he can certainly have influence by q  The project manager can either avoid
asking the right questions and the issue or take action to resolve it if
anticipating the associated risks and it does occur.
issues.
1 January 2019 50
Reason Example(s) Type
•  Project not aligned •  Project not aligned with business unit Org.
or organizational goals.
•  Project not aligned with other
projects.
•  Lack of management support •  Insufficient funding Org.
•  Insufficient resources
•  Too many project sponsors •  Conflicting project goals Org.
•  Political battles
•  Price wars •  Due to budget reduction measures or Org.
market pressures
•  Management agrees to perform
project at or below estimated costs
1 January 2019 51
•  Poor communications •  Inadequate tracking and monitoring of Proj.
project progress
•  Not listening to stakeholder concerns
or feedback
•  Not using proper mediums for project
communications
•  Messages are not clear
•  Lack of change control •  Scope of work increases without Proj.
management proper schedule, budget, or resource
adjustments
•  Changes occur to deliverables,
schedule, or budget without proper
notification and approval
1 January 2019 52
•  Lack of clarity on roles and •  Inefficient work efforts Both
responsibilities •  Missed deadlines
•  Delayed issue resolution
•  Lack of stakeholder •  Purpose and goals not clear Both
•  Trust relationship not established
•  Inadequate communications
•  All stakeholders not involved
1 January 2019 53
6.  Essential Project Management Documents
Essential Documents
Project Work Plan Other Plans
•  Work Breakdown •  Budget Plan
Project Charter Structure (WBS) •  Communication Plan
•  Schedule Plan
1 January 2019 54
2.6.1. Project Charter
q  Project Charter is a document that presents the project in the form of a scope
statement, of high-level requirements, constraints, and final project
deliverable(s).
q  Project Charter provides a basis for the more detailed project planning.
q  Project Charter includes the ‘what, how and when’ fundamentals of the project
and provides a baseline against which all future decisions can be measured.
q  it is the responsibility of the Project Manager (PM) to complete the Project

Charter and submit it for approval.
1 January 2019 55
2.6.1. Project Charter
q  Guidelines
q  Project Charter should be brief so that it can be sent to project

stakeholders as soon as possible, and so that it is easy for them to review
and understand.
q  Avoid presenting detailed requirements. Instead present high-level needs

and features.
q  Detailed requirements may be captured in other artifacts (e.g. in a

Requirements Document), or in an appendix to the Project Charter to be
elaborated during the planning phase.
q  Example of Project Charter
1 January 2019 56
2.6.1. Project Charter: Template Example
1 January 2019 57
2.6.3. Project Work Plan
q  The Project Work Plan identifies and organizes the project into the activities,
sub-tasks and work packages needed to achieve the project goals.
q  It establishes a basis on which to estimate the project’s duration, calculate the
required resources, and schedule the work.
q  It is used as a basis for monitoring progress and controlling the project.
q  The Project Work Plan consists of:

q  Work Breakdown Structure (WBS)
q  Schedule Plan
1 January 2019 58
Work breakdown structure (WBS)
q  A WBS is logical "breakdown" (decomposition) and representation (hierarchical
"structure") of the "work" required by the project.
q  A WBS should be developed with the project team.
q  Purpose: Breakdown the project deliverables to their lowest level, so that tasks
may be created to complete the deliverables.
q  A WBS is the foundation for developing a realistic schedule, determining project

resource needs, and figuring an accurate project budget.
q  A WBS can take one of two forms: graphical or outline.
1 January 2019 59
Schedule Plan
q  The Schedule Plan is the tool that merges all of the work tasks to be performed,
their relationships, their estimated durations, and their assigned resources to a
calendar.
q  Key Inputs to build a schedule plan:
q  WBS: List of organized tasks

q  Effort estimates: Effort and time required for each task to be taken
q  Task relationships: Logical dependencies existing between work tasks
q  Resources: Resources needed to perform the work tasks
q  Risk responses: Measures taken to deal with the uncertainty surrounding
effort and resource estimates.
q  Examples of Schedule Plan: Example1, Example2
1 January 2019 60
Schedule Plan
Project Charter
Develop WBS
WBS WBS
Sequence The Determine

Work Resources Needed
Network diagram Initial resource requirements
Duration estimation Estimate The Work
Develop Schedule
Packages
Initial schedule Resource requirements
Actual resources
Finalize Schedule Acquire Resources
Approved Schedule Plan

The schedule development diagram
1 January 2019 61
2.6.4. Other Plans: Budget Plan
q  The Budget Plan is a tool used by project managers to estimate the total cost of
a project.
q  It allows project managers to determine how much the project is likely to cost,
and let them check whether or not the project is sticking to its budget.
q  Key Inputs to build a Budget Plan:
q  WBS: List of organized tasks

q  Resources: Resources needed to perform the work tasks
q  Cost estimates: Costs associated with the work packages or activities within
the project schedule.
q  Initial Budget
1 January 2019 62
Budget Plan
q  Sources of Project Costs:
q  Direct costs:
q  Labor: Costs for each person role whichever makes the most sense for
the project (e.g., salaries for you and other team members).
q  Materials: Costs for specific materials, supplies, and equipment.
q  Travel: Costs for travel to perform work on the project.
q  Subcontract: Subcontracts that provide support exclusively to the
project.
q  Indirect costs:
q  Overhead costs: Costs for products and services that are difficult to
subdivide and allocate directly (e.g., employee benefits, office space
rent, general supplies, and the costs of furniture).
q  General and administrative costs: (e.g., salaries of upper managers and
administrative staff).
q  Example of Budget Plan
1 January 2019 63
Budget Plan
Project Charter
Develop WBS
WBS,
Initial resource requirements
Finalized Schedule Estimate The Work

Packages
Approved Schedule
Resource requirements,
Cost estimates, Duration estimation
Initial Budget
Finalize Budget Develop Budget
Approved Budget
The Budget development diagram
1 January 2019 64
2.6.4. Other Plans: Communication Plan
q  A Communication plan allows project managers to ensure that all the
stakeholders involved in the project have the appropriate timely information
about the project.
q  It formally defines who should be given specific information, when that

information should be delivered and how it will be given.
q  it sets out how often stakeholders and the project team meet or communicate
with each other to resolve issues or to get status updates.
q  Example of a communication plan: Example 1, Example 2
1 January 2019 65
Conducting Scientific Projects
By Dr. Belkacem KHALDI
Sam le
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attention
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Sam
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Computer Science Higher School

of Sidi-Bel-Abbes
1 January 2019 66

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Course

Conduite des Projets Scientifiques

October 24, 2021 1

University of Biskra Swarm Robotics & Swarm Sonatrach

October 24, 2021 2

October 24, 2021 3

Duration: 2 Hours 6 Hours 2 Hours

Total Hours: 10 Hours

Course Assessment Recommended Books

October 24, 2021 4

October 24, 2021 7

October 24, 2021 8

October 24, 2021 9

October 24, 2021 12

Portfolio Management Professional Certified Associate in Project

Professional in Business Analysis Agile Certified Practitioner

Risk Management Professional Scheduling Professional

October 24, 2021 13

October 24, 2021 14

2570 BC 1917 1956

208 BC 1954 1957

October 24, 2021 16

1962 1969 1977

1986 1996 2001

October 24, 2021 18

2006 2008 2012

2007 2009 2017

October 24, 2021 19

Project Meaning Management Meaning

we need to understand what a we need to understand what is

q “A temporary organizational structure which is setup to create a

q “ The work performed by an organization one time to produce a

q “A unique set of processes consisting of coordinated and controlled

q “A temporary organizational structure which is setup to create a

q “ The work performed by an organization one time to produce a

q “A unique set of processes consisting of coordinated and controlled

Temporary Cross-functional Team

Example of Projects Example of Operations

² Portfolio: A suite of business programs

Hasnaoui Companies Group

Construction Industrial Agricultural Services Stone

Luxury Low cost single- Commercial purpose

Organizational The Projectized

q Project-based organizations are structured around projects and not functions.

q Maintains many of the features of the functional organizational structure.

q Recognize the need for a Project Manager.

q Have many of the features of the projectized organizational structure.

Organizational Structure Spectrum

q “The application of methods, tools, techniques and competences to

q The PM project lifecycle has 5 phases:

Initiating Planning Execution Closure

Client need: (Client) request Business Case: Establishing

Project Initiation Request: Project Charter: A detailed

Project Handbook: Project Stakeholder

q Purpose: Formalizing acceptance of project or phase and q Common Terms:

Project-End Review Meeting: Best Practices: documenting

Lesson Learned: discussing Administrative Closure:

The goals and deliverables The schedule for the

The product quality

Areas • Risk management, and

q Technical Project Management: The knowledge,

q it is the responsibility of the Project Manager (PM) to complete the Project

q Project Charter should be brief so that it can be sent to project

q  “A temporary organizational structure which is setup to create a

q  “ The work performed by an organization one time to produce a

q  “A unique set of processes consisting of coordinated and controlled

q  “A temporary organizational structure which is setup to create a

q  “ The work performed by an organization one time to produce a

q  “A unique set of processes consisting of coordinated and controlled

²  Portfolio: A suite of business programs

q  Project-based organizations are structured around projects and not functions.

q  Maintains many of the features of the functional organizational structure.

q  Recognize the need for a Project Manager.

q  Have many of the features of the projectized organizational structure.

q  “The application of methods, tools, techniques and competences to

q  The PM project lifecycle has 5 phases:

q  Purpose: Formalizing acceptance of project or phase and q  Common Terms:

Areas •  Risk management, and

q  Technical Project Management: The knowledge,

q  it is the responsibility of the Project Manager (PM) to complete the Project

q  Project Charter should be brief so that it can be sent to project

q  Avoid presenting detailed requirements. Instead present high-level needs

q  Detailed requirements may be captured in other artifacts (e.g. in a

q  Example of Project Charter

q  The Project Work Plan consists of:

q  A WBS is the foundation for developing a realistic schedule, determining project

q  A WBS can take one of two forms: graphical or outline.

q  Key Inputs to build a schedule plan:

q  WBS: List of organized tasks

q  Key Inputs to build a Budget Plan:

q  WBS: List of organized tasks

q  It formally defines who should be given specific information, when that

q  Example of a communication plan: Example 1, Example 2