Project Management

Samuel BASSETTO, W37-07

samuel.bassetto@inpg.fr

Thanks to Khaled HADJI HAMOU

1

BIG projects,
Examples?

small

projects

Facility planning Personnal insurance management method implementation Change of work Redesign a building New product development Commercial introduction of a new product Research partnership development for an European Project
2

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on Projects planning Focus on Projects Quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
3

Historic Milestones Pyramids Vauban (measure of construction times) 1900 : Taylor/Fayol/Ford 1915 : Gantt 1950 : PERT (Program Evaluation and Review Technic) 1989 : Project management methods
4

Normative corporations
AFITEP
Association Francophone de Management de Projet.

IPMA
International Project Management Association

PMI
Project Management Institute
Project Management Body of Knowledge (PMBOK)
5

Nowadays context

Why a management based on projects ?

End date Easy overview Due date & delivrables => goal achievement (not insured but facilitated)

Project : a definition
1st definition
The project is a response at challenging constraints (innovation, deadlines, cost) that enterprises are facing in their global competition The project structures a precise idea, and require human skills and means for its unique concretization, limited in the time

[Berry 96]

Project : some definitions

PMBOK Definition
Efforts employed on a defined period for a service or product creation

AFITEP Definition
Important realization, with an end, time limited, with a precise goal, requiring various ressources

Project some definitions Notions extracted from these definitions

The notion of goal The notion of time The notion of organization The notion of ressources The notion of structure (?)

Project : the ASQIMC definition

Finally :
A way of working Structures progressively an object Quantitatives goals Identified clearly requirements Multiples skills Constraints which driven by it and involves which are under

10

Typologies of projects
(A)

(B)

Characteristics ? Examples ?

(C)

(D)

Entrerprise Project
11

The project management

AFITEP Definition
The project management includes the Plannification, Organization, Progression Follow up and the master of all aspects of project in a continuous process for goals achievement.

PMI definition
Knowledge application, skills, tools and methods employed by activities for achieving successfully goals of each projects.

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Management Project dash board

Global overview Project organization Project status Finance indicators Main milestones Delivrables Risks
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The project managment roots

W : Who ? W : What W : Where ? W : When ? H : How ? H : How many ? W : WHY ?
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Project management
Answer questions:
Origins of the project :
WHY ?
MANDATORY for troops motivation

Factor of success :
WHAT ?
Identify what is inside the project

WHO?
Who leads the project

WHAT, WHO, WHEN, HOW ?

Structure and plannify and guide the project

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Project Management
Functional management

Tools and technics

Institution management

Human Factors

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Managing the project

Dreamed state Final State

Ideal Path

Followed path

Initial State

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In order to avoid

Dreamed stated

Designed path

Followed path

Initial state

Final state
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Project structure & follow up

19

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
20

Project steering comity / final eval

Steering comity 5 review per project & session
One review per project Strenghts and weakness, blocking point

Final eval
Presentation 20 + 10 questions & product presentation Prof ranking Peer ranking
Grid / 200 pts Nom : Prnom :

Team

Time (/20)

Presentation (/80) Support (/60) is it clear? Personal Appropriate ? Understanda Final Outline (/20) (/20) attitude (/20) (/20) ble ? (/20) (/20)

result

Prnom :

Team

Support (/60) Appropriate ? Understanda Final /20) ble ? (/20) (/20)

result Project management (/40)

Answers (/20)

Total (/200)

21

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
22

Project structure
Several structures:
Temporal structure : phases
Industrial projects Information system projects

Operational structure : activities

Businesses involved Suppliers

Organisational structure
Project leader (project manager ?), project director, sponsor(s), project team
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Why a temporal structure

Underline critical activities Better focus on qualifications during each phase Measure and insure quality of each phase Better project overview

Step by step plannification & follow up

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Each phase has to Have precise inputs

Have a final end

Have explicit and acceptable goals Identify available ressources

Must be plannified separately

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Example of a project phase

1- Enterprise discussion about research opportunities (R&D Project) 2- Draft contract 3- R phase (more exploratory) 4- D Phase (more centered on indutrial development) 5- Thesis write & presentation

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 Product Project decomposition

Gestion de projet, Ed WEKA

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Project phase and uncertainty

Thesis Building a wall ! In one side: well defined activities and phases In the other side: not structured activities, prospective project.

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Project phasing Several approaches

Cascading management In V In spiral

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Cascade cycle

Requirement book

Requirement engineering System design

Building blocs

Modules integration System validation

Payment

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V Cycle

Requirement book

Payment

System requirement engineering

System validation

System design

Module intergration

Building blocs

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Spiral Cycle
Requirement and plannnification Risk analyhsis

Initial risk analysis Initial requirements Requirements revision

Risk analysis revision

Initial prototype Requirment book prototype Tests Final system Customer satisfaction

Customer evaluation

Development

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Project organization ?
Matrise douvrage (fr)

Contracting Owner

partenaire

Project Management

Matrise duvre (fr)

Sub Contractor 0

Supplier 1

Supplier2

Supplier 0-1

Supplier 0-2

Supplier 2-1
fournisseur
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Contracting Owner
High level requirements & needs definitions Finance Choose the project manager Agreement on strategic choices and milestone validation Strategic choices
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Project Management
Requirement Engineering & General design
Action plan Management Work management & coordination Cost control & evolutions Review with Contracting owner
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Several actors (repetition S3)

Contracting ower
Customer

Project Manager
Project direction Project Manager / leader Project Team

Suppliers Project Board

Board Contracting Owner & PM Project Leader

36

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
37

Project and organizations

Functional organization Orgnization by Processus (ISO/ QS) Matricial organization

Functions X processus Function X Project Processus X Project

Project Based organization The project is a tool for change management: a cubic organization: Function x Processus x Project

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Project structure
Why is it necessary to structure ? Problems of complex project
During the project design
Identify the purpose of the project Identify its development Prepare an adapted organization

During the project operations

Establish and follow the project plan (cost quality- deadlines)

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Goals Project structure :

Is a shared referential Allows an analytical analysis of the project (prevision & realization) Introduces a shared integrated codification @ the enterprise ERP

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Structure project answers the breakdown structures

What ? product: PBS What to do ? action: WBS Who is responsible of what ? responsability: OBS

Who do ? With What ressource: RBS

What is the cost ? cost: CBS

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OBS Project organization

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Several actors
Contracting ower
Customer

Project Manager
Project direction Project Manager / leader Project Team

Suppliers Project Board

Board Contracting Owner & PM Project Leader

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Organization
100u

Direction Steering Comity

Month/BiMonth.

10u

Project Steering Comity

Week/Month

Project Management

Day/Week

Cont. Project Team

Technical Team

Continuous/ Day
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A member is A key person !

Role Skills and abilities

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The project member: an key operating link

Project Manager

To adapt to project methods

Project Member

Interface with others group members

Cost Constraints

Quality constraints

Delay constraints
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Role of project member

Participate at project meeting

Animate project methods by using them

Project member

Share information with other project members & collaborate

Be focused on quality concerns

Follows his/her planning

Achieve its budget objective

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Abilities of project member: HR profile

To know how to effect a constraint task (cost, quality, delay) => need to cope with pression and stress Able to evolve in a coordinated environment Keen to Team Working

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Project Manager An interface actor

Role Ability and skills Constraints
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The project manager is a interface actor

Project Team
Customer

Quality Structure

Functional Board

Project Manager

Board of direction

Chief executive staff

Other Teams

Services
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Role of the Project Manager

Study and understand requirements and satistfy the customer Plan and express achievable goals To be efficient

Find sponsors in the organization

Project Manager

Drive and control the progression

LET DO by the team, Improve ressource employment

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Role of project manager Be creative and Charismatic during the 1st phase Be respectfull of the plan

Honnest & review rapidly at the end

[Midler]

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Skills and abilities of a project manager

Master methodologies Knowledge of technics involved during the project Understanding and create an adhesion atmosphere in the team

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Project Manager constraints

Technologies
Environment

Standards

Project Manager

Economic aspect

Political

Limited ressources
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The project Director (if necessary)

Agree project strategic directions
Find internal sponsor Project Director Hire the project manager / leader. Gives his authority

Help for financial aspects

Is involved during crisis situation

Follow several projects and advice each of them

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The project board

Valide strategic orientations
Involved in strategic decisions and operation reviews

Finance

Project Board

Valid milestones

Release blocked situations

Strategic view of projects

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PBS Product BreakDown Structure

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PBS- Product BreakDown Structure A descriptive arborescence of the product

1. 2. 3. 4. 5. level 1 : system level 2 : subsystem level 3 : Submodule level 4 : components

The PBS is a configuration and documentation management support

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Exemple

Systme Rafale Rafale air craft System

Logistique Logistic

Avion Plane

Armement Arming

Carlingue Cockpit

Wings Ailes

Motorisation Motoring

Navigation

Steering Pilotage

Trains Gear

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WBS Work BreakDown Structure

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Definition

WBS : The project skeleton

Project structure Operational activities definition Cost follow up Deadlines Definitions & Reviews Risk Management Operation management

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The WBS allows to

Define precisely each delivrables
Precise definition of each action

Deep understanding of each member intervention

Agreement and recognition of every involved (and / or) impacted services

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WBS concepts
A structured decomposition of the project Create every task and subtask necessary for goals achievement Each phase is fully decomposed without temporal relations (for the moment) The work requires to be
Complete Exhaustive Coherent

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How structuring the work Identify phases and major actions

For each work lot, describe in a file each work unit

Dont forget non technical activities

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A task file
PROJECT : ..................................................... N W.O. : ..................... EDITION FROM : .............................. RESPONSIBLE : .................................... LABEL : .............................................................................. DESCRIPTION : ...........................................................................................................................................

MAIN ACTIVITIES : .................................................................................................................

........................................................................................................................................................ INPUT (material, doc,...) : .......................................................................................................

OUTPUT (fournitures, doc,...) :.................................................................................................... EXCLUDED TASK : ..................................................................................................................................

BEGINING DATE : ................... FINAL DATE : .................... DURATION : ...................... MILESTONES : ........................................................................................................... WORK ALLOCATION: : ............................................... BUDGET : ....................................................
V I S A S

Project Manager : ..................Local Manager: ........................ Task Resp. : ........................ Date : ....................................... Date : ....................................... Date : .....................................

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Component of a WBS

Project Sub-project Phase Work Batch Task Milestone Delivrable

66

A task Has a beginning and an end

Consume ressources, which cost and are in limited quantity Is linked at other tasks by an anteriority (or precedence) relation (choose one)

67

Milestone Review or decision task

Is modelled by :
Has no duration (even if in reality has one) Do not consume ressources (facing the project ressource consumption) Is typed :
A contractual milestone = Payment Technical Milestone = intermediate event Interface Milestone = intermediate event when all projects actors meet

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Finally the WBS is A Top down and Bottom up tool

Must not be frozen => need revision during the project.

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Unit building principles Aggregation criterias

Same project phase Same Speciality Same responsability Same Market

Decomposition Criterias
Functional Product Activity typology Business type Geography
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Work description
Each work lot have to be separated from others Interfaced with others Compatible with enterprise organization Describe completely
Input ouput

With an unique responsible With limited size, cost, duration and work load.
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Decomposition main issue Find the balance between

A too wide mesh A too small mesh

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Example 1 (in french)

Projet info : Logiciel version 2.0 Management projet Spcification produit Logiciel Manuel dutilisateur Documents de formation Conception dtaille Logiciel Manuel dutilisateur Documents de formation Ralisation Intgration et tests Logiciel Manuel dutilisateur Documents de formation Logiciel Manuel dutilisateur Documents de formation

Planification Runions Gestion

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Exemple 2 (in french)

Systme Rafale Logistique Carlingue Ailes Avion Motorisation Spcification Conception Fabrication Assemblage Armement Navigation Pilotage Trains

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PBS and WBS linkage

Project
Subproject
PBS

System
subsystem Phase Work Batch Task
COHERENCY: Tasks must realize subsystem Subsystem must be built by tasks
75

WBS

PBS-WBS / OBS
Flux

Need

Involved agency

System

Steering comity

Sub System

Office

Product

Team

Task

People

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PBS-WBS / OBS a big project

Flux

Need

System

Sub System

Product

Task

77

PBS-WBS / OBS a small project

Flux

Involved agency

Steering comity

Office

Team

People

78

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
79

Planning A project is constraint by:

A beginning date An End Date (Due Date) Deadlines & delivrables

The planning is the art of prevision and follw-up of projects operational goals: time, cost, quality
80

Project Planning

A 10 Steps planning method

1. Analyse the project 2. Identify tasks 3. Identify tasks linkage 4. Plot the task network 5. Evaluate each task duration 6. Calculate dates 7. Calculate Margins PERT 8. Adjust time constraints 9. Draw GANTT 10.Allocate ressources
81

Main issue
Planning
(Idea of the reality)

Real realization

The art of project manager is

Measure, Decide and Act so as reaching goals despite of contingency New planning planning update
82

Level of planning
Steering comity road map (Milestones)

Due dates

Macro planning Batch of Work Work BreakDown Structure

Task & Activites Time planning Chaining constraints

Task & Operations Workload planning

83

1- Analyze the project

Project

Studies
Layout Studies

Furniture

Facility layout
Machining substructur e

Tooling

Acceptance

Machining Supplies

Machining installation

Acceptance tests

Assembly Supplies

Assembly substructur e

Assembly installation

Ganty crane installation

84

1- Analyze the project

Project

Studies

Furniture

Facility layout

Tooling

Acceptance

C
Layout Studies

A
Machining Supplies

D
Machining substructur e

E
Machining installation

I
Acceptance tests

B
Assembly Supplies

F
Assembly substructur e

G
Assembly installation

H
Ganty crane installation

85

Identify tasks

N
Deb A B C D E F G H I Fin

Label
Start Purchase & receipt of machining tools Purchase & receipt of assembly tool Study the facility layout Execute the facility layout for machining Install machining tools Execute the facility layout for assembly install assembly tools Install the gantry crane Perform acceptance tests End

86

Identify tasks
N Label

Deb A B C D E F G H I Fin

Start Purchase & receipt of machining tools Purchase & receipt of assembly tool Study the facility layout Execute the facility layout for machining Install machining tools Execute the facility layout for assembly install assembly tools Install the gantry crane Perform acceptance tests End

NIL Deb Deb Deb C A,D C B,F C E,G,H I

87

4- Drawn the network

C 0

Start

End

88

Rank calculus
Problme : which order to choose ?
task 3 task 1

Start

Task 5

En d

task 2

Task 4

89

Rank calculus

Tches Antcdents A B C D E F / A A B B C-I-D Dure 3 1 5 6 4 2 Tches Antcdents G H I J K L E-F / H H I K-J Dure 9 5 8 2 3 7

Preceding tasks

Task

Number of cross = Nomber of preceding tasks

90

Draw the network

Then (follow eg 91)
B A C H I L K J
91

F E

5-Estimate duration
N Label

Deb A B C D E F G H I Fin

Start Purchase & receipt of machining tools Purchase & receipt of assembly tool Study the facility layout Execute the facility layout for machining Install machining tools Execute the facility layout for assembly Install assembly tools Install the gantry crane Perform acceptance tests End

/ Deb Deb Deb C A,D C B,F C E,G,H I

0 7 3 5 5 5 3 3 7 1 0

92

To estimate duration

Personal experience Ask experts (Employ a significative & homogen time unit)

93

6- Calculate dates
A 7 E 5

C 0

Start

3 Duration

End

ESD
Earliest Start Date

LED

EED

LSD

Latest End Date

Earliest End Date

Latest Start Date

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7- Margin calculus
Free margin
Duration From which a task can be delayed or relaxed without affecting another task of the project

Total margin
Duration from which a task can be relaxed or delayed without affecting the end of the entire project.

95

Critical path & tasks

Critical path
Every path which goes from the begining to the end of the project with the longuest duration. Its lenght will define the duration minimum of the project

Critical path
A task with margin = 0
96

Calculate margins
A 7 E 5

7 3

10 D 5

10 15 10 15 0 10 H 7 I 1 16 16

5 C 0 0 0 5 0 5 B 3 0 5 F 5

10 5 0

5 12 8 3 3 12 G 3

15

15 16 15 16 0

8 4

3 9

12

11 12 15 4

97

PERT Algorithm (in french)

Algorithme du chemin critique
Donnes : Digraphe G = (V, E), sans circuits, des activits avec leur dure d ik. Rsultat :

dbut au plus tt des activits correspondant aux arcs (i, k) partant de i, fin au plus tard des activits correspondant aux arcs (k, i) arrivant i,
i i

dure du chemin critique.

Dbut I. Calcul des dates de dbut au plus tt (rcurrence en avanant dans le projet)

:=

Pour k := 2 n faire := max{ j + djk | j P(k)} k II. Calcul des dates de fin au plus tard (rcurrence en reculant dans le projet)

Fin.

:= k := n-1 1 faire

Pour

:=

min{

dkj

S(k)}

Notations: P(i) = {k V | (k, i) E}: c'est l'ensemble des sommets prdcesseurs de i. S(i) = {k V | (i, k) E}: c'est l'ensemble des sommets successeurs de i.

98

8- Adjust durations & constraints Analyse constraints Review (negociate) goals Analyse taks (redefine) Review the technical solution ? Externalize ? Increase the ressources number?

99

9- Draw Gantt diagram

Week 1 M T T W F M T

Week 2 T W F

Task 1 Task 2 Task 3

100

Arrowed Gantt
Graphical & temporal acitivity sucession
Time (in days)
1 2 3 4 5 6 7

TA

TB

T C

101

Tasks chaining logics

Precedent precedent Next End-End Relation (EE)

Next

End Start Relation (ES)

Precedent

Next Start Start Relation (SS)

102

Tasks chaining logics

Precedent precedent

+d

+d

Next

Next End-End Relation (EE)

End Start Relation (ES)

precendent

+d

Next

Start Start Relation (SS)

103

Un exemple ML-MT
Task 1 Task 2

17 w
7w

5w

2w

5w
Task 3 Task 4

5w 7w
5w

Task 5 (end milestone)

Total margin
Free Margin
104

10- Ressources allocations

Definition
Human, material, energetic, informational, geographic or temporal means allocation for a task operation

105

Ressources allocation Elaborate an allocation table

Estimate ressources required Allocate ressources

106

Ressources allocation THe charge planning is establish considering ressources availbility If overload are discovered, the project manager must deploy corrective actions:
Grading (Slip the end of the project) Smoothind (reorganize so as the end of date) Restructure the project
107

Loads

Loads = duration * mobilization rate

108

Load plan
load Undercapacity

Ressources in idle mode

Ressources available

Max

Ressources raised

t
109

Project planning

Set of tools and methods for creating Indicators Operational Balanced Scorecard

For managing the project

110

Indicators
Measure a phenomenon They have to be :
Easy to understand and appropriated Usefull

Two type of indicators

Results Process

Examples ?
111

Balance score card

Management tool Underline the past performance Give information about futur steps Strong and Weak Points Gap analysis toward targets Each gap need an action plan Designed during the project first phase

112

Manage with BSC

The quality of a BSC:
It is focused
It is usefull It is reliable It help for the action plan It is complete It is understandable

= Design for customers

= Fullfill requirements = regulary reviewed = concrete = Is operational Q, C, D = visual
113

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
114

Dfinitions
Do we master indicators ? Can we measure ? Do we have control limits How mastering OOC? How is the indicator distribution ? (normal, bi modal) Which are Cp - Cpk of are key indicators ? (do we master them) Audit: Key parameters to an analyse
Indicators vs relevance Deployement of a systematic indicator review and gap analysis Follow-up of indicator in team problem solving How is the management with indicators
115

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
116

Risks and projects

Some definitions:
Potentiality that a project doesnt follow its plan. Virutal Gaps, unacceptable regarding goal NO projects without risks
117

Risks and projects

Definition in this lesson: A risk is the triptych:
Unwanted event Frequency Gravity

118

Risks and project

The fundation of risk analysis: the context of the analysis
RISK
Context

Fearsome event

Fearsome event
Frequency

Gravity
119

Risk and projects

Risks caracteristics
Nature of the risks
financial, human, Law, Commercial, technical

Risk origin
Customer, Supplier, subcontractor, internal

Consequences, Detectability Gravity

From no consequence to disaster

Probabiliy of occurence
Quantitative ? Qualitative (rare, improbable, most likely, common)
120

Risks and projects Risks Management

Why implement a risk management?

Prevent Malfunction Prevent firefighting during the project

In other words
Contribute to a RELEVANT definition of operational goals (cost, due dates, required perf) Having robust goals regarding disturbing events

121

Risks and projects

Risks management

Constitute a crisis group or Problem Solving Team For the management: employ KNOWLEDGEABLE & reliable people

122

Risks and projects

Management of risks during a project / 6 STEPS

1. Risk identification 2. Risk ranking 3. Risks classification

Risks ANALYSIS process Dysfunctional analysis

4. Risk curring : mitigation Risk MANAGEMENT Process 5. Follow-up and control of risks 6. Capitalization and risks update

123

Risks and projects

1. Risk identification
Individual or team analysis => listing of every potential impacting element:
Have a look at a previous projects post mortem analyses, project databases Review a risk checklist Look at a risk database in the organization Ask experts involved in previous projects
124

Risks and projects

1. Risk identification

Tools for the explicitation:

FMEA Failure/Fault Tree Analysis Causes Tree Bow Ties

125

Risks and projects

2. Risks ranking
Affect, for each risk, a value:
Gravity, Occurrence probability, Probability of non detection

FMEA formalism => RPN = Sev * Occ * Det

126

Risks and projects

3. Risk classification
Each risk, identified and estimated, must be classified and prioritized regarding other risks

The project management evaluate each risk, determine if it is acceptable or not depending on PRECISE rules, given by the project steering commity
127

Risks and project

3. Risk classification
Levels of risk
Probability can bve replace (in often case) by a qualitative estimation
very weak weak median high very high 1 2 3 4 5

C = I x P

The criticality is the product: occurance probability * impact

128

Risks and project 4. Risk mitigation

Area I : Acceptable risks
PROBABILITy

5 4 3 2

Area II : disturbing risks Area III : risks to treat

III II I
1 2 3

IV

III

Area IV : una

cceptable risks

Mitigation path

IMPACT
129

Risks and projects

4. Risk mitigation
The declination =>Decline the project
The cure => Suppress the root cause of the risk
Are solution appropriate? Are goals & constraints negociable?

The mitigation => Diminution of the probability of occurrence &/or impact

130

Risks and projects

4. Risks Mitigation

The countermeasure
Accept the risk and take technical, communicational, organizational, insurances
Preventative actions; decrease its occurrence probability Emergency measures: If the event occurs, prevent the propagation of the impact

The transfer
Which is the best organization for the risk?
Internal services Subcontractor? Customer?
131

Risks and projects

5. Risks control and follow-up

Action plan

Evaluation of final impact of actions Tracability of action: ACTION PLAN:

Responsible When The forecast risk rank after treatment

132

Risks and projects

6. Risks & actions capitalization

A documentary system
Trace of event & action plan One risk catalog
Help the identification of risks for new projects Standardize risk management

Constitue risks check-lists Store debriefing analyses

133

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
134

The Cost control

Ressource planning Cost forecast Budgeting Cost control

135

The cost control

To have a target
The Budget at date

Compare its position

The previsional cost

Obtain by
Sum of what has been guaranty & done (done or in the pipe) + Sum of what is still required (to be payed)

GAP analysis
Gap, drift, trends

Taking in account
Project modifications & inflation

136

Technical provisions

Technical provision are used to cover technical risks due to :

Lack of knowledge during cost estimation Project plan review
skeleton review Planning review

Often * 2 !
137

Initial Budget
Task organization must be coherent with budget line Each subensembly is decomposed of budget line & technical provision The sum of all budget line (for all submodule)correspond to the technical cost of the project. There is also the gross margin
General provision for the project Overhead charges Profit margin

138

Budget Initial
Sub module Sub module Sub module

Budget line

Budget line

Budget line

General provision for the project Overhead charges Profit margin

Gross Margin

Initial BUDGET

139

BCWP Curve
The BCWP Curve (CBTP in French)
Budgeted Cost of Work Planned BCWP

Official, reference curve which translate previsional cumulated cost respecting the project planning
Cost

BCWP

Time
140

The BDWD curve

The BCWD curve (CBTE in french)
Budgeted Cost of the Work Done Earned Value

Translate the evolution of real evolution of budgeted cost for executed works at a particular date
Cost

Aquired, planned value

Planning delay
Delay BDWD

BCWP

Time
A curve depending of the planning & the work progress.
141

Planning Gap
Relative Planning Gap : Gap Planning = Incur budget BCWP BDWD = BCWP

142

The RCWD
The RCWD Curve ( CRTE in French)
Real cost of Work Done

At a particular date, is the cumulated curve of what has been really spend
Cost RCWD Real cost BCWP

Aquired, planned value

Planning delay

Project Control variance

urve depending of the planning & the work progress.

Delay

BDWD Time
143

Cost Gap
Performance gap = BCWP - RCWD If < 0 More expensive than planned If > 0 Less expensive than planned Cost Variation : Cost Gap = BCWP = BCWP
144

BCWP RCWS

Measures analysis (date review)

Cost realized < Planned cost

Not necessarly a good sign

Cost realized > Planned cost

not necessarly a bad sign

Need a new measure :

Work Done (Physical status)

145

Measure of work Planned workload Used Planned Workload Real Workload employed

146

Management with delivrable

Planned dates (or workload)

Delivrable 2

Rencontre des prvisions avec la ralit

Delivrable 1 D1 delayed

Real date
Date of CR review
147

Management tool
Planned charges Chronical drift of the project Earlier pb analysis

Pb discovered late in the planning Ideal project; date real = date planned

Real dates

148

Status meeting

Gap ANALYSIS
Difficulties to plan Ressources
Ressource availability Several qualifications Learning time Ressources are focused on their favorite activities Planning = intellectual effort No standard for duration evaluation

Modifications Failures

From the customer Product improvement

149

Outline
Introduction & concepts

Concurrent to your project:

General project structure Detailed project structure Focus on projects planning Focus on projects quality Risks management during the project Cost analysis The project follow-up

Bonus Slides
150

Meeting Point
Who
The project team

Duration
1 Hour

When
Regularly and repetitive

What
Based on FACTs

Format
Status Report

Tracking
Balance Score Card
151

Follow-up goals Help the project manager to take the right decision, so that goals could be achieved the closest possible to the planning.
Mean: the information system

152

Graphical tools Milestones planning

Status for each milestons
t= Realized - planned

Late

2 1

In time 1 2
t0 t1 t2 t3 t4

In avance

Real Time
153

Graphical tools for the followup Milestone follow-up

Extension for all milestones
t + (t= time realized planned time)

M2 M1

t3

late advance

t2

t1
t0
t0 t1

Passed milestone

t2

t3

t4

Real time
154

Status
Time Status Workload Status

Physical Status

155

Status Follow-up
1
t0

10 11 12 13 14

t0 + 5

Case 1 Case 2

4 9 6

5
3 4 8 4

Case 3
Case 4

Total Lenght = Real lenght + rest lenght Time status (%) = Real lenght / Overall lenght

156

Suivis : example Insert 1000 post along a road

Forcasting lenght : 100 days Mean : 10 men

Follow-up:
Meeting 1 : t0+10d
100 post inserted, Ressource employed : 100 days

Meeting 2 : t0+20d
50 post removed & reinsert 50 insert 10 people more have been affected
157

Status measures
1- Declared status 2- Calculated statuds
Cost forecast Cost forecast Stay to be spend Done Still to do 100 60 100 60 60 50 % 60 % 60 %

3- Recognized status
20 objetcs 30 objects

40 %

4- Milestones status
40 %
10% 40% 60% 100%

5- Percentage statuts
100 % 0% 0%

158

Follow the status

Example of an order
Physical status Tentative requirements book Benchmark Supplier choice Final requirement book 30 Order slip 50 0 Send consultation 10

Milestones

Expediting at reception Delivery slip 80 Final customer expedition 95 Receipt Billing 100

159

Status follow-up
Order example
Physical follow-up - Month 0 to 3
Month 0 1 2 3 event Envoi des consultations Choix du fournisseur Physical Hours status Spend 0% 10% 30% 0 25 72 122 H. dep. / H Tot Phy. advan planned 250 240 244 200 200 200 240 R.A.F. 200 175 128 118

Emission de la commande 50%

160

Operational procedures Regular review (weekly, monthly, quaterly) Data loading

By activity By ressources

161

Data collection
Informal manner
Status meeting Interviews

Structured manner
Elapsed time spread sheet systematically filled Directly in a tool
162

Merci pour votre attention Thank you for your audience

163

Of quality in lessons

164

A little participation
Votre impression

Points positifs

Lesson on: www.g-scop.fr\~bassetts

Points damlioration

165

Summary Project Management

Several project type A management idea: W5H2 Dicton (Failing to, plan is planning to fail)
PWS / WBS / OBS / CBS / RBS

Uncertainty management => Risks analysis Project management: temporal review of a project, gap analysis, a REGULAR REVISION

166

Subject N1: GAZPRAM & EXXOUN

In a global shrinking market place of fossil energy, GAZPRAM & EXXOUN joined their efforts for new prospection and development actions. This new alliance, named G&E produced a first collaboration project:the implemantation of the SIN pipline : from Singapore to Nepal through the state of Myanmar. Following with interest your abilities about project management, the Human Ressources Direction of G&E has decided to promote you as Project Manager of this ambitious project. You have to do the feseability study of this project in putting a strong emphasis on a meticulus risks analysis. Your goal is to present to the sterring comity of G&E the validity of this project. From your results, the alliance can be renegociated.

167

Subject N2: HILTSTARS Resorts & Travel Agencies

Following its development strategy, in accordance with Dala Lama, Chinese government plan to develop touristic aspects of LHASA. LHASA will become the kingdom of meditation and skying. The high altitude will insure a confortable level of snow and secure this lucrative activity. In order to supply the lack of hostels infrastructure at an international level, Chineese government had launched a worldwide contract offer of 1B$ for the construction of a 6 buildings, 1500 beds each from 4 to 6 stars quality. The HILTSARS Compangy has won the competition. HILTSTARS resorts & Spa are a well reknowned brand of luxe and quality. It have been choosen for their knowledge about holidays an luxe facilities. Following your remarked ability in team and project management, the HR direction of HILSTARS will entrust you to this ambitious project. Your participation will start by the preliminary study of this project. You will be responsible of the general planning for the entire facility layout. Your goal is to present to HILSTARS steering comity your forcast planning & the smoothing associated.

168

Subject 3: National lotery & the kitche

You are a lucky guy/women! You won to the national lotery ! It is not the first price, however, you have enough money to buy you a flat in South of France. You can realize finally your dream. Your own loft is a 820ft^2 to renovate entirely.

Hopefully, you are a do-it yourself person and you plan to start with the kitchen. Several layout works need to be planned : gaz, painting, walls
Aware of the good job, you want to do a good job and preserve your nest egg. You decide to plan, buy and install a kitchen from IKEO. They did a super software of cost estimation and kitchen planning. Now its your turn to play

169

Subject 3: Practice Lesson Lean manufacturing with LEGO

You have to imagine a pratical lesson of lean manufacturing.

8 pers. 1 project leader

170

Subject 5: Building a oenologic progra

You have to imagine a pratical lesson of oenology.

8 pers. 1 project leader

171

Subject 6: sensibilisation of about risk management

You have to imagine a advertising message to sensibilize to middle and small managers to operational risk management
8 pers. 1 project leader

172

Subject 7: World roots travel

You have to imagine a travel around India and Nepal.

8 pers. 1 project leader

173