Project Planning and control -...

Dr. Rémi BacheletCentrale Lille

photo: public domain

Recent pdf, ppt, video versions of the course available here: project management

Advanced organization tools

Project management

http://upload.wikimedia.org/wikipedia/commons/a/a0/Construction_tour_eiffel2.JPG

http://gestiondeprojet.pm/organisation-des-projets/

Introduction

Objectives


2

Avant de commencer

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Introduction

Objectives


3

Cours sous licence Creative Commons

• Paternité : citer l’auteur Partage : sous

licence identique

• Pas d’utilisation commerciale

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Images : cc-by source

http://goo.gl/s2yRtv

http://goo.gl/2uGj8s

http://creativecommons.org/about/downloads

Introduction

Objectives


Project life cycle

Definition Setup Execution Closure

1 – General objectives, SWOT

1 – Specifications 1 – Monitoring / control

1 – Delivery / transfer

2 –Project charter 2 – Work packages 2 – Modif. of Specs 2 – Client training

3 – Reports, Todo list 3 – Responsabilities 3 – Risk management 3 – Post Mortem

4 – Planning 4 – Prototyping, tests 4 – Reassignment

5 – Budget / Resources

Start End

Initiation

Planning

Execution and control

Closing

4

See "Project organization: the

essentials"

http://gestiondeprojet.pm/bases-organisation-projet/

Introduction

Objectives


5


Course plan

Tools &

Organization

1. Project scope

2. Packages and responsibilities

3. Planning

4. Global design

5. Monitoring

Conclusion


Tools &

Organization

1. Project scope


3. Planning

4. Global design

5. Monitoring

Conclusion

Specifications: principle and model

FAST, IDEF0, UML

Value engineering

Tips

Chapter 1



photo : domaine public

Project scope

Chapter 1

http://upload.wikimedia.org/wikipedia/commons/9/97/Construction_tour_eiffel.JPG


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Define the objective: the functional specifications

• Who/what is the project for?– Do not think in terms of solutions, but of

requirements (external functional analysis)

– In the Time – Cost – Scope triangle : Scope

9


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Function diagram: Ana-lyze

Clean the premises

Remove dust

Vacuum the dust

Create an air flow

Separate the dust

Filter the dust

Store the dust

Service functions

Technical functions

Motor and turbine Filter BagSolutions

10


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Specifications in engineering : 4 methods

1. FAST

2. IDEF0

3. UML

4. APTE method

12


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Stage separation of a nano-satellite launcher rocket

Modeling a sequence: FAST

Time

For further details: FAST 13

http://fr.wikipedia.org/wiki/Function_Analysis_System_Technique


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Modeling a process: SADT / IDEF0

Image cc-by-sa : source

14

http://commons.wikimedia.org/wiki/File:Sadt.png


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Image : source

Detailed IDEF0

For further details: IDEF015

https://en.wikipedia.org/wiki/File:IDEF_Diagram_Example.jpg

http://en.wikipedia.org/wiki/Structured_Analysis_and_Design_Technique


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Image : source

Modeling software: UML

16

For further details: UML

https://s-media-cache-ak0.pinimg.com/originals/7f/3c/22/7f3c2206ba08617ee4468e4de5672634.jpg

http://fr.wikipedia.org/wiki/Unified_Modeling_Language


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Vehicle

Pilot

Track

Authorized fuel and oil

Other vehicles

Spectators

FP1

FP2

FP3FC4

FC7

FC5

FC8FC6

Atmospheric conditions

Value engineering / functional specs

18Further details: Value engineering

https://en.wikipedia.org/wiki/Value_engineering


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


The functional specifications should be:1. Validated

• Most important: by the client / product owner

• By the other actors: stakeholders…

• Contractual or not, but always the major reference document for project scope.

2. Constantly updated, revised

• … and the modifications approved by the client!

• Re-negotiation of the Time – Cost – Scope triangle

19


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Functional analysis - Tip sheet

20

https://goo.gl/umHnFW


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


21


FAST, IDEF0, UML

Value engineering

Tips

Chapter 1


Implementation

Based on a project or an event that you have to organize (e.g. annual school party)

1. Draft the specs. (Model)

2. Have the client (or a third party) review/approve it …

3. Negotiate a revised and improved version with him/her

22


Tools &

Organization

1. Project scope


3. Planning

4. Global design

5. Monitoring

Conclusion

WBS: packages

OBS: responsibilities

RACI matrix

Chapter 2




Packages and responsibilities

Chapter 2

http://upload.wikimedia.org/wikipedia/commons/a/a0/Construction_tour_eiffel2.JPG

WBS: packages


RACI matrix

Chapter 2


From a logic of functions or

"results"…

….to a logic of

work / Todo list

WBS: packages


RACI matrix

Chapter 2


Work Breakdown Structure (WBS)

Breakdown into packages?• too simple: important elements may be omitted• too detailed: unmanagable / waste of time

Work package

27

WBS: packages


RACI matrix

Chapter 2


How to breakdown into packages?

1. At the top, the global task of the project,

2. Analysis = successive decompositions– Breakdown into sub-packages?

• 1/Know-how, or 2/location

– … but

• A single logic to decompose a given package

• The sum of the sub-packages = the whole top package

3. Each package is manageable– One responsible person

– One SMART deliverable

28

WBS: packages


RACI matrix

Chapter 2


From packages to responsabilities

We now have manageable packages..

.. we just need to assign them to the project actors

Who performs the work? Who manages and is responsible for the result? Who should be consulted before starting? Who should be kept informed?

29

WBS: packages


RACI matrix

Chapter 2


Organizational Breakdown Structure (OBS)

30

WBS: packages


RACI matrix

Chapter 2


From the WBS to the OBS: RACI matrix

• In the WBS, the packages have been defined

R.A.C.I. matrixR = ResponsibleA = ApproveC = ConsultedI = Informed

Technical packages

Project management packages

31

WBS: packages


RACI matrix

Chapter 2


RACI : responsibility assignment matrix

Alex

Brice

Cl*

ire

Did

ier

Directo

r

*d

viso

r

WP 1 Technical package A A R C I

Technical package B A R I

WP 2 Technical package C A I

WP 3 Technical package D A I

Technical package E A R I I

Technical package F R A I

WP 4 Management package G A R C

WP 5 Management package H R R A C

Management package I R A C

WP 6 Management package J A R

WP 7 Management package K A R C

WP 8 Management package L A R C

WP 9 Management package M R A C

1. All packages2. All actors

32

WBS: packages


RACI matrix

Chapter 2


Alex

Brice

Cl*

ire

Did

ier

Directo

r

*d

viso

r

WP 1 Technical package A A R C I

Technical package B A R I

WP 2 Technical package C A I

WP 3 Technical package D A I

Technical package E A R I I

Technical package F R A I

WP 4 Management package G A R C

WP 5 Management package H R R A C

Management package I R A C

WP 6 Management package J A R

WP 7 Management package K A R C

WP 8 Management package L A R C

WP 9 Management package M R A C

A : One and only one person responsible for each work package

33

R.A.C.I. matrixR = ResponsibleA = ApproveC = ConsultedI = Informed

Beware variations !

WBS: packages


RACI matrix

Chapter 2


Packages &Responsibilities

W B S

R A C I

O B S

34

WBS: packages


RACI matrix

Chapter 2


Implementation

(continuation of the project you defined in chap. 1)

• Based on the deliverables in the specs, establish the work breakdown structure– If you had a todo list, compare it to the WBS

• Formalize the OBS– If you had established a table of actors, check

coherence

• Establish the RACI matrix for the project

35Quiz


Tools &

Organization

5. Monitoring

1. Project scope


3. Planning

4. Global design

Conclusion

Chapter 3

PERT

GANTT

Milestone




Planning

Chapter 3

http://goo.gl/UisRv

Chapter 3

PERT

GANTT

Milestone


The PERT chart

• PERT = Program Evaluation and Review Technique

• Tool developed for the American Navy in 1957

38

Chapter 3

PERT

GANTT

Milestone


The PERT chart

• Network where each node is a Work Package that has:– A duration

– Preceding Waypoints (WPs)

– Succeeding WPs

39

How to calculate a PERT

Critical path…

Earliest dates

Latest dates

Earliest!

Latest!

earliest date = latest

date …

Free float: amount of time an activity can be delayed without delaying its successor

?

Critical path: sequence of activities which must be completed on time for the project to complete on due date. Delay on Critical path = the entire project is delayed

Chapter 3

PERT

GANTT

Milestone


Planning… without calculating

• What is the most important stage of the project?

• What are the busiest periods?

Test

Final

product

PresentationMid-project

presentation

Final presentation

Project

launch

User

manual

Refine the

user manual

Meet the

clients

Create a

calendar

Production

of contract

Learn C++

VRPN

Resources

Integration

41

Chapter 3

PERT

GANTT

Milestone


Gantt chart

Calendar for the realization of a project

– Global view1. Work packages

2. Milestones

– Identify:• critical path

• free float

– Monitor the progress/delays

42Image: source photo H Gantt: public domain

Henry Gantt,

(1861-1919)

http://www.roe.ac.uk/~nch/wfcam/VDF-WFA-VSA-003-I1/VDF-WFA-VSA-003-I1.html

http://upload.wikimedia.org/wikipedia/commons/8/89/Henri_Gannt.jpg

Chapter 3

PERT

GANTT

Milestone


Milestone

Project calendar: Gantt

Image : source

43

Progress

indicator

Recess

Critical path

Baseline

Delay

Free floatDependency

http://img.brothersoft.com/screenshots/softimage/g/gantt_chart_builder_(access)-13944-1229572071.jpeg

Chapter 3

PERT

GANTT

Milestone


Image : source

Establish a Gantt

44

http://www.framasoft.net/IMG/png/screen-33.png

Chapter 3

PERT

GANTT

Milestone


What is a milestone?

• An event associated with:– point of progression of the project– deliverable– OK from the management

• A meeting– meeting point for the actors: steering committee,

team, client, project leader...– “gate review"

• PDCA follow-up– Compare Planned vs. Realized

• Go/No go : decisions – continue, reorient, stop, – modify the specs, renegotiate the budget…

45

Chapter 3

PERT

GANTT

Milestone


Summary

TOOLS

PlanningGantt chart

46

P E R T

Chapter 3

PERT

GANTT

Milestone



• Plan Simplified PERT

Gantt = project calendar

Use a software application

- Gantter (G Drive) or Ganttproject (opensource)

• Establish your milestones Meeting agenda for each one?

Implementation

47

Quiz

http://gantter.com/

http://www.ganttproject.biz/


Tools &

Organization

5. Monitoring

1. Project scope


3. Planning

4. Global design

Conclusion

Chapter 4

Sequence

Budget


Conception d’ensembleAdvanced organization tools

photo: public domain

Global design and budget

Chapter 4

http://goo.gl/bGTAI

http://goo.gl/bGTAI

Chapter 4

Sequence

Budget


Design a project: the questions

1. Define what is requested

What is the requirement, the constraints?

2. List the tasks

What has to be done? How to break the project into packages?

3. Distribute responsibilities

Who coordinates, performs and validates each task?

4. Evaluate the duration and precedence of the tasks

How much time is needed to do… ? In what order should you proceed?

5. Take into account the resources

Which actors and resources are available/necessary (skill + time)?

50

Chapter 4

Sequence

Budget


• Establish the basis of what is requested: = Specifications

• Spec + work packages= Work breakdown structure

• WBS + who does what= RACI matrix / organizational breakdown structure

• Organizational breakdown structure + duration and order of tasks

= PERT

• PERT + available resources= Gantt, project calendar

Design a project: the tools

51

Chapter 4

Sequence

Budget


Charges

No. hours €/Hour Total €

Non financial charges

Total Personnel costs 1705

DS 16 55 880

Pilot 4 55 220

Total Consultants 11 55 605

Engineers 0 55 0

Technicians 0 35 0

Total Depreciation for machines 0

CAD 0 30 0

CAM 0 60 0

Machine tool 0 40 0

NC machine 0 70 0

Provision of materials 0

Partner n°1

Partner n°2

TOTAL non financial charges 1705

Expenditure

( = expenses, cash outflow)

Total Purchases 0

Material 0

Sub-contracting 0

Total Mission expenses 150

Travel 150

Communication 0

TOTAL expenditure 150

Overheads (10%) 0

TOTAL CHARGES 1855

Estimate resources: the budget

• 3 types of resources– Human resources, personnel

– Premises & equipment…

– Expenses, cash

• What is the budget for?1. Summarize resources

2. Evaluate feasibility

3. Request financing

52

Chapter 4

Sequence

Budget


The budget as a monitoring tool

Maintain a log from the start of the project!

Hours for consultant#1 Hours for consultant#2 Hours for steering Cost/hour

Oct-14 0 2 0 55

Nov-14 0 3 0

Dec-14 1 1 1

Jan-15 0 3 1

Feb-15 1 0 0

Mar-15 3 1 0

Apr-15 2 2 1

May-15 2 2 0

jJun-15 2 2 1

Total (€): 605 880 220

Global amount (€): 1705

54

Chapter 4

Sequence

Budget


Implementation

55


• Keep track of expenses Log meetings and hours of work

• Budget the project List income and expenses

… determine how much funding to

request

Quiz


Tools &

Organization

5. Monitoring

1. Project scope


3. Planning

4. Global design

Conclusion

Monitoring

Indicators, risks…

Deviations

Post-mortem

Chapter 5




Monitoring

Chapter 5

http://goo.gl/bGTAI

http://goo.gl/bGTAI

Monitoring


Deviations

Post-mortem

Chapter 5


58

Project life cycle

Start End

Initiation

Planning

Execution and control

Monitoring


Deviations

Post-mortem

Chapter 5


Controlling a project... just an update?

• Monitor progress using:– Specs => functions realized

– Work packages => % progress

– Gantt => planned/realized

– Budget => % spent

– …

• Be proactive: anticipate, act before problems arise

Image : source

Controlling a project: check that the project is on the right path to achieving the final deliverable

59

http://www.identitycosmos.com/wp-content/uploads/2011/10/Update.png

Monitoring


Deviations

Post-mortem

Chapter 5


The indicators

Image : source

See "Project evaluation" course

60

http://www.geniusinside.com/siteen.nsf/0/6F628147717F936CC12575F500354269/$file/ProjectStatusDashboards.jpg

http://rb.ec-lille.fr/l/Projets/Projet_Evaluation_Impact.html

Monitoring


Deviations

Post-mortem

Chapter 5


Define / prioritize / monitor the risks

See "risk management" course

61

http://rb.ec-lille.fr/gestion_projet.htm

Monitoring


Deviations

Post-mortem

Chapter 5


Make the right choices

Photo Richard Dorrell cc-by : source

62

http://www.geograph.org.uk/photo/2929810

Monitoring


Deviations

Post-mortem

Chapter 5


Decision matrix

See "brainstorming” course

Solution

Selection criterion

Total RankA B C D

Choice 1 12 30 45 30 117 1

Choice 2 13 22 39 24 98 2

Choice 3 10 22 39 20 91 3

Choice 4 10 16 30 22 78 4

63


Monitoring


Deviations

Post-mortem

Chapter 5


Deviations: detection and diagnostics

• Review the planned/realized discrepancies

• Key principle: be honest

• Problem : find the root cause Insufficient time?

Lack of training?

Unsuitable tools?

No Monitoring, lack of motivation?

Objective not SMART ?

64

Monitoring


Deviations

Post-mortem

Chapter 5


Image cc-by : source

Overcome deviations

• Be positive about "what has been done"

• Re-plan in a more realistic way– Breakdown into simpler WPs

– SMART objectives

– Resolve the problems

• Objective not achieved + cause not analyzed =

65

See “Problem solving methods" course

http://commons.wikimedia.org/wiki/File:Death_skull.svg?uselang=fr


Monitoring


Deviations

Post-mortem

Chapter 5


Post-mortem meeting

Do not finish without an assessment...

Organize one last team meeting when the project is over.

Send the questions on the agenda in advance.Template: Project Post Mortem [projectmanagementcourse.pm]

https://goo.gl/Jyb7M8

https://goo.gl/OujcZ

Monitoring


Deviations

Post-mortem

Chapter 5


Further exploration

– In your past projects what kind of problems did you have ? How were you able to detect them?

– When facing a complex choice how do you make your decision?

– Remembering one of your projects fill in the post-mortem template

67

Quiz


Tools &

Organization

5. Monitoring

1. Project scope


3. Planning

4. Global design

Conclusion

Agile methods

Tips

Conclusion




Conclusion

http://goo.gl/2mmlX

Agile methods

Tips

Conclusion


70

Agile methods

Tips

Conclusion


“Agile" project management

– Continuous involvement of the client

– Rapid iterations

– Autonomous project group

Image cc-by-sa : Source

71

• Calls into question... this course!• A Project Management based on:

– rapid correction of errors– continuous communication

• Not applicable everywhere, mainly in software engineering.

http://fr.wikipedia.org/wiki/Fichier:Agile_Software_Development_methodology.jpg

Agile methods

Tips

Conclusion


Lessons from Agile methods

Do not deliver “everything at the end"– Rapid delivery of tangible results

– Prioritize: Important functions first

– Reactivity and adaptability

72

Deliverables

Agile methods

Tips

Conclusion


Tip: "materialize" the project

How to materialize a long-term objective and to build team spirit?

– Project initiation phase Project name, logo, presentation brochure...

– Project planning Sketch, model

– Execution phase Demonstrators, prototypes …

Images : source1 cc-by-sa, source2 cc-by-sa-nc, source3 cc-by-nc, source4 cc-by-sa

73

http://upload.wikimedia.org/wikipedia/commons/b/b2/GoCar_Logo.jpg

http://sarcoptess.deviantart.com/art/Car-sketch-279078922?q=gallery:Sarcoptess randomize:1&qo=5

http://www.flickr.com/photos/prolithic/6995838937/

http://www.flickr.com/photos/prolithic/6995838937/

Agile methods

Tips

Conclusion


Manage or realize? Find a balance

Balance between project realization and management

Image Tony Roberts cc-by-sa-nc : Source

Realizing a project = deliverables…, but also:– Designing

– Organizing

– Controlling

– Accounting

74

http://www.flickr.com/photos/preef/1675419209/sizes/l/in/photostream/

Agile methods

Tips

Conclusion


Summary

76

Agile methods

Tips

Conclusion


Conclusion

Further reading, references in shared notes

Practical sheets for project management

• Template for meeting minutes

• Example of Todo List

• Check-list: meeting effectiveness

• Table for project risk management

• Functional specifications tips

77

Quiz

http://projectmanagementcourse.pm/


Thank you for your attention!

http://projectmanagementcourse.pm

Version 3 (10/2014) (link)• Author/formating: Rémi BACHELET• Help with formating: Nandrianina ANDRIANARISON – AMADOU, Bich Van HOANG,

Amaury VAN ESPEN, Ghislaine PARAVersion 4 (02/2015)

• Translation: Julie FERLATVersion 5 (02/2017) (link)

• Author/formating: Rémi BACHELET

http://gestiondeprojet.pm/

Project Planning and control -...

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