Entreprise 2.0Mission, vision, valeurs    Stratégie, plan       d’actions  Gestion de projets                 Jacques Folo...
Chargé de                    Auteur                            cours       Partner                                      Ad...
1.   Vision globale de l’entreprise                                              Table des2.   L’entreprise 2.03.   Généra...
Administr@tions                                                  Actionnaires  Soc de                                     ...
administrations                                                  Actionnaires   Soc de Service                            ...
1.   Vision globale de l’entreprise           Table des matières2.   L’entreprise 2.03.   Génération Y (mythe ou réalité ?...
L’entreprise2.0• Source:  http://media.ebaumsworld.com/mediaFiles/picture/793370/80680072.jpg
8
Meet CharlotteSource: http://www.slideshare.net/TheShed/meet-charlotte
Ms Web2.0 working (asmany do) in Enterprise 1.0
She lives here
and workshere.
@ home
…one of her hobbies is    keeping fit.
@ work
…she’s a  researchscientist in a    largepharmaceutical  company.
@ home
…she usesGoogletofilterthe Internet   for the information she needs.
@ work
…she has torememberwhere       everything is.
@ home
…she taps the collectiveknowledge of the internet   through Wikipedia.
@ work
…she asks her boss aboutstuff she needs to know.
@ home
if she misses a radio show or a bit of TV   she catches up       using…
@ work
…if she misses a meeting she pulls thesummary minutes froma document repository.  …if the minutes have been captured!     ...
@ home
…she keeps in touch with most of her   friends on…      Her friends are    scattered around           the world.
@ work
…she networks at a conference     once a year.
@ home
…through     …she knows what her       friends are doing     24/7 wherever they              are.
@ work
she doesn’t    reallyunderstandwhat the guy  two desks down from   her does!
@ home
When she’s not catching up withfriends she’s using her spare time to  catch up on her     hobbies.
She has her own      blog…where she advertises exercise regime andany hints and tips she    comes across.
So far she’s had over 1000 people read her blog  from all over theworld.
She reads other blogs, is   anactiveforum memberand postsfrequent ezine articles.
In this onlinecommunityshe’s                                …and      …a          adedicatedfollower.respectedleader
When shegotinterestedin     keeping fithernetworkwas…
nowit’s…
@ work
…her network is    still…
…If you ask Charlotte what she  wants to change atwork she’ll   say…
…she want’stoconnectwith anybody…
…at anytime…
…from anywhere!
So Entreprise 2.0 or employees 2.0  in old-fashionnedcompanies?                                 51
1.   Vision globale de l’entreprise           Table des matières2.   L’entreprise 2.03.   Génération Y (mythe ou réalité ?...
GénérationY : mytheouréalité ?
Babyboomer’schildrens        Comment les                                               Echo-boomers                       ...
Quand faut-il être né pour en faire                  partie?                                                              ...
Un concept défini                                                             de façonaussi                               ...
Gen-Y @ the workplace• Workplace Flexibility:    –   Desire a sense of community at work    –   Teamwork and collaboration...
POUR CEUX QUI N’AIMENT PAS LES GRAFFITIS TRADUCTION: MYTHES DE LA GENERATION Y
La technologie est une affaire de jeunes
Les jeunes sont                                      multitâcheshttp://lolwithgod.com/2011/07/14/
Les jeunes sont connectés
Writing in the British Journal of Education  Technology in 2008,a group of academics led by Sue Bennett of  the University...
• Michael Wesch, who pioneered the use of new media in his  cultural anthropology classes at Kansas State University, is  ...
Ils ne sont pas si fort queça!
Q&A - ConclusionsAre the           YES                  NO younggeneratio                  If NO, then WHO is? nschangi...
1.   Vision globale de l’entreprise       Table des matières2.   L’entreprise 2.03.   Génération Y (mythe ou réalité ?)4. ...
Des valeurs au plan d’action            Valeurs             Vision            Mission            Stratégie         Plan d’...
Les valeurs              71
Les valeurs   http://www.valeurscorporate.f   72
Personal Values Top 10 : age groupsPersonal values     15 – 34 year     35 – 54 year                  55 +    honesty     ...
Quatrevaleursfédératrices   Les valeursclésd’uneentreprise constituent le terreau de sa culture.   Ellesguidentlentreprise...
Nos valeursCette mission s’adosse aux valeurs constitutives de l’identité de notre entreprise :La passion et l’ambition de...
Mission, Vision Unedéfinition possible de la mission dentrepriseest  la      définition   de      sa     raison     dêtre,...
Mission, vision, valeurs                           77
MISSIONBuilding on our scientific, technical and commercial expertise, and aware of our societal responsibilities, we prov...
MissionPeter Drucker observaitdéjà en 1973 que la plusimportante raison defrustration et déchecsdans les entreprisesprovie...
La mission de Microsoft est de mettre sonexpertise, sacapacitéd’innovation et la passion    qui lanime au service des proj...
Google a pour mission dorganiserles informations à léchelle mondialedans le but de les rendre accessibles           et uti...
Mise en oeuvre : balance score card                              82
1.   Vision globale de l’entreprise           Table des matières2.   L’entreprise 2.03.   Génération Y (mythe ou réalité ?...
La stratégie                    Source: http://davidcoethica.files.wordpress.com/2009/06/strategy.jpg   LLa  stratégie den...
Une définition ?          La détermination des       orientations à long terme de       lentreprise et ladoption des      ...
La stratégie•   Simple•   Compréhensible•   Utilisée au quotidien•   But à atteindre•   Long terme (3 à 4 ans)
Planification• Court terme     fin de l’an prochain• Moyen terme    2 à 3 ans• Long termeplus de trois ans ...           p...
Source: elhambinai.blogspot.com/ 2008/02/stay-focused.htm
Il n’y a pas de chemin pour celui qui            ne sait où il va !           Proverbe japonais
Stratégie et focus                         BUT     ??            ??    ?                   ?
Important et urgent                                PAS URGENT                URGENT                IMPORTANT ET    IMPORTA...
Le sage, le jeune moine et le vase
Analysestratégique
S   WO   T
Positive   Negative  S          W  O          T
External   Internal            S O T            W
ANALYSE SWOTSource: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
Source: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
Source: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
Modèle général d’Andrews et valeurs     Analyse de                                Responsabilité          Valeurs de la  l...
Leadership plan d’actions et   culture d’entreprise
ANALYSE SWOT    Stratégie  Plan d’actions
1.   Vision globale de l’entreprise2.   L’entreprise 2.0                                              Table des3.   Généra...
PLAN D’ACTIONS•   Comment?•   Quoi?•   Qui?•   Combien?•   Où?          tttt•   Quand?•   Pourquoi?                       ...
Plan d’actions
108
109
110
1.   Vision globale de l’entreprise           Table des matières2.   L’entreprise 2.03.   Génération Y (mythe ou réalité ?...
And now …Project management
Project management:1.   Preliminaryfacts questions2.   The Golden rule ( triangle)3.   The objectives4.   The planning5.  ...
La gestion de projets…                         116
DEUX ELEMENTS CLES
WhyWhat   The questions one MUST         askbeforestartinganyprojectHowWhenWho           Source: Craig Brown www.betterpro...
WhyWhat   Why is this project happening?How                         Why now?                               Why us?WhenWho ...
WhyWhat   What solution needs to be put in         place to achieve the goals?How    What work needs to happen to         ...
WhyWhat     How do we get this solution in                   place?How       How do we know when we’re done?WhenWho       ...
WhyWhat   When do work activities happen?         What do we need to do first?How                          What’s last?Whe...
WhyWhat       Who do we need to deliver thisHow       project successfully? ?WhenWho         Source: Craig Brown www.bette...
And what will it cost?
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
The golden rule !!!                    Time            Scope            Cost•   The triple constraint•   Also known as the...
The QuadrupleConstraint                   Time                  Quality         Scope              Cost•   Warning: Qualit...
Figure 1.1 Triple Constraint of Project Management                 (Schwalbe, 2006, p8)
Project management body of knowledge            9 Knowledge areas         Time          Cost           Scope      Manageme...
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
OBJECTIVES MUST BE SMART !     S       Specific     M     Measurable     A     Achievable     R       Relevant     T     T...
EVEN SMARTER…Letter   Major Term   Minor Terms  S       Specific    Significant[3], Stretching[3], Simple  M      Measurab...
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
The planning …              Are you sure it’s needed?http://flickr.com/photos/xabier-martinez/225627841/                  ...
The PlanThe PlanThe Plan The Plan The Plan The Plan  The Plan                                             Changes once you...
Guides you activitiesThe PlanThe PlanThe Plan The Plan The Plan The Plan  The Plan                                        ...
Makes you think ahead                                                                 Guides you activitiesThe PlanThe Pla...
Makes you think ahead                                                                 Guides you activitiesThe PlanThe Pla...
Makes you think ahead                                                      Works out the timeline and                     ...
Makes you think ahead                                                      Works out the timeline and                     ...
Makes you think ahead                                                      Works out the timeline and                     ...
Makes you think ahead                                                      Works out the timeline and                     ...
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
Time          Cost           ScopeManagement    Management      Management  Quality     Integration    HR ManagementManage...
What if it’s not Integrated?                Time                         Scope             Management                    M...
Figure 1.2 Integrated Management of Projects            (Gray  Larson, 2006, p13)
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
• Which ones are most important for projects? Technical skills                                                People Skill...
Figure 1.3 Technical and Sociocultural Dimensions of Project Management                         (Gray  Larson, 2006, p13)
• A team• is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodys...
• Team-building• is high interaction among group members to increase trust and openness
Project Team SizePerformance is based on balance of members carrying out roles and meeting social andemotional needs
• Project teams of 5 to 12 members work best             Source: Craig Brown www.betterproject.net
• There are  problems you  encounter as size  increases                      Source: Craig Brown www.betterproject.net
1. It gets more difficult to   interact with and influence   the group2. Individuals get less   satisfaction from their   ...
• You can’taccelerate a nine-monthpregnancy by hiringninepregnantwomen for a  month.• Likewise, saysUniversity of North Ca...
Assigning more programmers to a project running behind schedule will make iteven later, due to the time required for the n...
Group Intercommunication Formula           n(n − 1) / 2           Examples                                                ...
Group Intercommunication Formula           n(n − 1) / 2            Examples 5 developers - 5(5 − 1) / 2 = 10   channels of...
Group Intercommunication Formula            n(n − 1) / 2             Examples 5 developers - 5(5 − 1) / 2 = 10   channels ...
Group Intercommunication Formula            n(n − 1) / 2             Examples 5 developers - 5(5 − 1) / 2 = 10   channels ...
Project implies change !     And as suchResistance to change,      even within   the project team !
http://flickr.com/photos/hlthenvt/401556761/sizes/l/
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html
Figure 10.1 Network of stakeholders(Gray  Larson, 2006, p314)
Project team manages and completes the project work. Most participants want to do      a good job, but they are also conce...
Project managers naturally compete with each other for         resources and support from top management.At the same time,...
Functional managers depending upon how the project isorganised can play minor or major role toward the project    success,...
Top management approves funding of the project and establishes the  priorities within the organization. They define succes...
Project sponsors champion of the project and usetheir influence to gain approval of the project. Their   reputation is tie...
Customers define the scope of the project, and ultimate project success  rests in their satisfaction. Project managers nee...
Administrative groupssuch as human resources, information   systems, purchasing agents, maintenance etc. provide          ...
Government agenciesplace constrains on project work.              Permits need to be secured
Contractors may do the actual work with team                  members
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
Assumptions1. the traditional adversarial relationship between the owner and                        contractor is ineffect...
Types of Contracts
Fixed Price                        Cost Plus              Types of Contracts
Fixed Price                        Cost Plus   AKA                                AKA Lump Sum                      Time a...
The contractor lowest bid agrees to                      perform all work specified in the                      contract a...
Contractor is reimbursed for alldirect allowable costs (materials,labor, travel) plus prior-negotiatedfee (set as a percen...
Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The conte...
It’s not as easy as it sounds         Source: Craig Brown www.betterproject.net
Sub                                                  ClientContractor   Performing organisation                 organisati...
Goal alignment?   Sub                                                  ClientContractor   Performing organisation         ...
Maximise                                                 customerrevenue,     Reliable margin, on time and               s...
Maximise                                                             customerrevenue,                 Reliable margin, on ...
Maximise                                                  customerrevenue,     Reliable margin, on time and               ...
Maximise                                            customerrevenue,      Reliable margin, on time and         satisfactio...
Maximise                                                             customerrevenue,                 Reliable margin, on ...
Project management:Conclusions
Gestion de projets     La gestion de projet est une démarche visant à structurer,         assurer et optimiser le bon déro...
Gestion de projetsPhase « PLAN » : dire ce que l’on va faire dans un domaine particulier.Phase « DO » : faire ce que l’on ...
Figure 1.1 Project Life Cycle    (Gray  Larson, 2006, p6)
NEVER FORGET THAT PROJECT   MANAGEMENT IS A BALANCE BETWEEN                SCOPE               QUALITYTIME                ...
UN PROJET N’EST PAS UNE FIN EN SOI…
QUESTIONS ?
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)
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Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)

  1. 1. Entreprise 2.0Mission, vision, valeurs Stratégie, plan d’actions Gestion de projets Jacques Folon Partner Edge Consulti,ng Chargé de cours ICHEC ProfesseurinvitéUniversité de Metz
  2. 2. Chargé de Auteur cours Partner Administrateur Jacques.folon@edge-consulting.biz www.edge-consulting.bizhttp://be.linkedin.com/in/folon Jacques.folon@ichec.be www.ichec.be
  3. 3. 1. Vision globale de l’entreprise Table des2. L’entreprise 2.03. Génération Y (mythe ou réalité ?) matières4. Mission vision valeurs de l’entreprise5. Stratégie6. Plan d’actions7. Gestion de projets
  4. 4. Administr@tions Actionnaires Soc de Banque Service Push CONCURRENTS Sous- Site Financier Traitant Dématérialisation Partenaires Producteur de des procédures Web Machines Sites GestionTrésorerie VeilleConcurrentiell ’appeld ’offre d Co-ingienerie e et Intelligence Télémaintenance machines Economique C Veille Back-up Site Technologique commerciaux de crise Extranet Marketing L EDI Bureau d’Etude Gestion $ Marketing social media I Publicité Supply Achats Maintenance DG Vente B2B Distributeur E-biz E Chain MarchandFournisseurs Production Recherche DRH SAV tracking N nouveaux Logistique Fournisseurs Back-up Market-Place E-learning techniciens Tutoring T Sites de Tutoring SVP Club Télémaintenance Télétravail utilisateur Recrutement SFournisseurs CLIENTS
  5. 5. administrations Actionnaires Soc de Service Banque Push CONCURRENTS Site Financier Sous-Traitant Dématérialisation Producteur de des procéduresWeb Machines Sites d ’appel Extranet Veille Gestion Trésorerie Concurrentielle et d ’offre Co-ingienerie Intelligence Télémaintenance Economique C S machines ASP Veille Back-up Site Technologique commerciaux de crise Extranet Marketing L one to one EDI e-mailing, bandeaux, I C Bureau Gestion $ Marketing site promotionnel... d’Etude Supply Chain Publicité e- Managt B to B Achats Maintenance DG Vente B to B commer DistributeurMar ce E chandFournisseurs Production N M DRH SAV tracking Recherche Logistique nouveaux KM Fournisseurs Back-up Market-Place E-learning Télé-Tutoringtechniciens Tutoring T Sites de SVP réclamations Club Télémaintenance Télétravail utilisateur Recrutement Sournisseurs CLIENTS
  6. 6. 1. Vision globale de l’entreprise Table des matières2. L’entreprise 2.03. Génération Y (mythe ou réalité ?)4. Mission vision valeurs de l’entreprise5. Stratégie6. Plan d’actions7. Gestion de projets
  7. 7. L’entreprise2.0• Source: http://media.ebaumsworld.com/mediaFiles/picture/793370/80680072.jpg
  8. 8. 8
  9. 9. Meet CharlotteSource: http://www.slideshare.net/TheShed/meet-charlotte
  10. 10. Ms Web2.0 working (asmany do) in Enterprise 1.0
  11. 11. She lives here
  12. 12. and workshere.
  13. 13. @ home
  14. 14. …one of her hobbies is keeping fit.
  15. 15. @ work
  16. 16. …she’s a researchscientist in a largepharmaceutical company.
  17. 17. @ home
  18. 18. …she usesGoogletofilterthe Internet for the information she needs.
  19. 19. @ work
  20. 20. …she has torememberwhere everything is.
  21. 21. @ home
  22. 22. …she taps the collectiveknowledge of the internet through Wikipedia.
  23. 23. @ work
  24. 24. …she asks her boss aboutstuff she needs to know.
  25. 25. @ home
  26. 26. if she misses a radio show or a bit of TV she catches up using…
  27. 27. @ work
  28. 28. …if she misses a meeting she pulls thesummary minutes froma document repository. …if the minutes have been captured! …if she knows where they are! …if she has access privileges to them!
  29. 29. @ home
  30. 30. …she keeps in touch with most of her friends on… Her friends are scattered around the world.
  31. 31. @ work
  32. 32. …she networks at a conference once a year.
  33. 33. @ home
  34. 34. …through …she knows what her friends are doing 24/7 wherever they are.
  35. 35. @ work
  36. 36. she doesn’t reallyunderstandwhat the guy two desks down from her does!
  37. 37. @ home
  38. 38. When she’s not catching up withfriends she’s using her spare time to catch up on her hobbies.
  39. 39. She has her own blog…where she advertises exercise regime andany hints and tips she comes across.
  40. 40. So far she’s had over 1000 people read her blog from all over theworld.
  41. 41. She reads other blogs, is anactiveforum memberand postsfrequent ezine articles.
  42. 42. In this onlinecommunityshe’s …and …a adedicatedfollower.respectedleader
  43. 43. When shegotinterestedin keeping fithernetworkwas…
  44. 44. nowit’s…
  45. 45. @ work
  46. 46. …her network is still…
  47. 47. …If you ask Charlotte what she wants to change atwork she’ll say…
  48. 48. …she want’stoconnectwith anybody…
  49. 49. …at anytime…
  50. 50. …from anywhere!
  51. 51. So Entreprise 2.0 or employees 2.0 in old-fashionnedcompanies? 51
  52. 52. 1. Vision globale de l’entreprise Table des matières2. L’entreprise 2.03. Génération Y (mythe ou réalité ?)4. Mission vision valeurs de l’entreprise5. Stratégie6. Plan d’actions7. Gestion de projets
  53. 53. GénérationY : mytheouréalité ?
  54. 54. Babyboomer’schildrens Comment les Echo-boomers E-Generation désigner ? Digital Natives Facebook Generation Gen Y Génération 2001 Générationaccélération Génération des transparents Générationentropique Génération Internet GénérationMoi Générationtexto/SMS Génération WWW Generation Y not? Génération Zapping Great Generation Homo Zappiens i-Generation Millenials Net Generation Nextershttp://www.zazzle.be/generation_y_pas_tshirt-235332731462770922 Nintendo Generation Nouveaux androïdes Sunshine Generation
  55. 55. Quand faut-il être né pour en faire partie? La période pour définircettegénération Y esttrès variable, ellecomprend (selon les auteurs) les personnesnées: •Entre 1974 et 1994 •De 1978 à 1998 pour ceux qui les caractérisentd’Echo-boomer •De 1978 à 1988 •Ou de 1978 à 1995 •Ceux qui sontnés après 1980 •Entre 1980 et 2000 •Ou après 1982 •ou plus précisément de 1982 à 2003 •Entre 1990 et 2000 •...http://funnyscrapcodes.blogspot.com/2009/10/embed-code-funny-stuff-funny- scraps.html BARRER LA MENTION INUTILE !
  56. 56. Un concept défini de façonaussi variable et contradictoireexist e-t-il?http://www.madmoizelle.com/generation-y-temoignage-43730
  57. 57. Gen-Y @ the workplace• Workplace Flexibility: – Desire a sense of community at work – Teamwork and collaboration come naturally – Value control over their time – Demand environment allowing work-life balance – Flexibility means “when” and “where”• Technology-enabled: – Work to be done anywhere and anytime – Email and PDA have created such convenience – Value getting the job done well and efficiently• Relationship-based: – Like to make friends – Not bound to an office location – Place a high ranking on interpersonal relationships at work – Want co-workers “who make work fun”. Source Luc Limèrehttp://www.5dcompany.eu
  58. 58. POUR CEUX QUI N’AIMENT PAS LES GRAFFITIS TRADUCTION: MYTHES DE LA GENERATION Y
  59. 59. La technologie est une affaire de jeunes
  60. 60. Les jeunes sont multitâcheshttp://lolwithgod.com/2011/07/14/
  61. 61. Les jeunes sont connectés
  62. 62. Writing in the British Journal of Education Technology in 2008,a group of academics led by Sue Bennett of the University of Wollongong set out to debunk the whole idea of digital natives,arguing that there may be “as much variation within the digital native generation as between the generations”.
  63. 63. • Michael Wesch, who pioneered the use of new media in his cultural anthropology classes at Kansas State University, is also sceptical, saying that many of his incoming students have only a superficial familiarity with the digital tools that they use regularly, especially when it comes to the tools’ social and political potential.• Only a small fraction of students may count as true digital natives, in other words. The rest are no better or worse at using technology than the rest of the population.
  64. 64. Ils ne sont pas si fort queça!
  65. 65. Q&A - ConclusionsAre the YES NO younggeneratio If NO, then WHO is? nschanging the rules of the game? Any other questions?
  66. 66. 1. Vision globale de l’entreprise Table des matières2. L’entreprise 2.03. Génération Y (mythe ou réalité ?)4. Mission vision valeurs de l’entreprise5. Stratégie6. Plan d’actions7. Gestion de projets
  67. 67. Des valeurs au plan d’action Valeurs Vision Mission Stratégie Plan d’actions 70
  68. 68. Les valeurs 71
  69. 69. Les valeurs http://www.valeurscorporate.f 72
  70. 70. Personal Values Top 10 : age groupsPersonal values 15 – 34 year 35 – 54 year 55 + honesty friendship honesty honesty respect honesty respect respect friendship respect friendship friendship family caring family health caring humor/fun caring family listening family health caring health listening listening listening responsability trust responsability responsability trust enthusiasm trust Environmental awarenesspositive attitude creativity Positive attitude Positive attitudeNationale Waardepeiling 2010 Barrett Valuescentre www.bzn.be
  71. 71. Quatrevaleursfédératrices Les valeursclésd’uneentreprise constituent le terreau de sa culture. Ellesguidentlentreprise et fournissent, à un groupemultidimensionnel, un socleculturelcommun. Leurobjectifestdorienter le comportement et les actions des collaborateurs de la banque. BNP Paribas s’estchoisiquatrevaleursclésdontilrappellerégulièrementl’importance, notammentlors de l’évaluationannuelleàlaquellesontsoumis les collaborateurs pour mesurerleur performance en termes de réactivité, de créativité, d’engagement et d’ambition.■ Réactivité Êtrerapidedansl’évaluation des situations et des évolutionscommedansl’identification des opportunités et des risques. Êtreefficacedans la prise de décision et dansl’action.■ Créativité Promouvoir les initiatives et les idéesnouvelles. Distinguer les auteurs pour leurcréativité.■ Engagement S’impliquer au service des clients et de la réussite collective. Êtreexemplairedanssescomportements.■ Ambition Goût du challenge et du leadership. Volonté de gagner en équipeunecompétitiondontl’arbitreest le client. 74
  72. 72. Nos valeursCette mission s’adosse aux valeurs constitutives de l’identité de notre entreprise :La passion et l’ambition de mener à bien de grands défisTout autant qu’il y a trente ans, quand un tout jeune Bill Gates annonçait le pari fou d’unordinateur sur chaque bureau et dans chaque foyer, nous sommes convaincus despossibilités inouïes offertes par les technologies numériques et souhaitons mettre cesoutils au service du plus grand nombre et au service de chaque besoin particulier.L’intégrité et la responsabilitéNotre position de leader exige de nous une conduite exemplaire dans nos pratiques detravail quotidiennes et nos relations avec l’ensemble de nos interlocuteurs.Le respect et la remise en questionCela passe avant tout par l’écoute de nos clients, de nos partenaires, des autres acteursde l’industrie, de nos interlocuteurs politiques et institutionnels. C’est également lerespect de la diversité qui fait la richesse de notre entreprise et qui permet, constamment,d’élargir notre univers et d’apprendre des autres. 75
  73. 73. Mission, Vision Unedéfinition possible de la mission dentrepriseest la définition de sa raison dêtre, laspirationsuprêmequelletentecontinuellementdattein dre. Lénoncé de cette mission est en généralune phrase ou un paragraphe qui formulecette raison dêtre sousuneforme un peu vague mais durable et qui estdonc un repère stable dans le changementquotidien. En contraste avec une mission, une vision sertàdécrire un étatfuturdésiré. L’énoncé de la mission doitdoncêtre précis et ayantunevaliditédéterminéedans le temps. La vision peut- êtreamenéeàêtrechangée pour sadapter aux circonstancesconjoncturelles et internesalorsque la mission, elle, resteidentique.. J.Tendon, http://www.systemic.ch/NewArticles/article008.htm 76
  74. 74. Mission, vision, valeurs 77
  75. 75. MISSIONBuilding on our scientific, technical and commercial expertise, and aware of our societal responsibilities, we provideinnovative products and services related to chemistry to create sustainable and ever- increasing value to our customers,shareholders and employees.VISIONSolvay is an independent, ethical and responsible global industrial Group with a balanced portfolio of sustainable,profitable and growing businesses, managed in accordance with societal and environmental issues. Amongst the worldleaders in selected markets and products either alone or with sound complementary business partners. Valued by itscustomers as a highly competent, reliable and competitive solution provider.With a clear, motivating organization, throughdialogue, developing and empowering people and teams through rewarding and challenging jobs. Acting as goodcorporate citizens, caring for the environment, health and safety of its employees and of the community at large. Open tothe expectations of the outside world, and contributing to economic, social and environmental progressVALUESWe firmly believe in:•Ethical behaviour - A long-standing tradition of ethical behaviour based on principles of Honesty, Integrity andTrustworthiness•Respect for people - Encouragement to exercise creativity and leadership, giving opportunities for every individual todevelop his/her full potential•Customer care - Constant enhancement of the quality and added value of our products and services through ongoingand cost effective innovation•Empowerment - Fostering a culture that encourages delegation, risk taking, speed of response, accountability andpartnership in order to adapt effectively to an uncertain and rapidly changing world•Teamwork - Developing a learning organisation by building teamwork with open communications across ourorganisation, sharing knowledge, technologies and best practices 78
  76. 76. MissionPeter Drucker observaitdéjà en 1973 que la plusimportante raison defrustration et déchecsdans les entreprisesprovient dune réflexioninsuffisante de la raisondêtre de lentreprise, desa mission. Cetteréflexion est toujoursdactualité. 79
  77. 77. La mission de Microsoft est de mettre sonexpertise, sacapacitéd’innovation et la passion qui lanime au service des projets, desambitions et de la créativité de ses clients, afin de faire de latechnologieleurmeilleurealliéedansl’expression de leurpotentiel. 80
  78. 78. Google a pour mission dorganiserles informations à léchelle mondialedans le but de les rendre accessibles et utiles à tous 81
  79. 79. Mise en oeuvre : balance score card 82
  80. 80. 1. Vision globale de l’entreprise Table des matières2. L’entreprise 2.03. Génération Y (mythe ou réalité ?)4. Mission vision valeurs de l’entreprise5. Stratégie6. Plan d’actions7. Gestion de projets
  81. 81. La stratégie Source: http://davidcoethica.files.wordpress.com/2009/06/strategy.jpg LLa stratégie dentreprise est une question dadéquation entre les capacitésinternes dune entreprise et son environnement extérieur. Bien que les experts en stratégie divergent sur le fond, ils saccordent à penser que cette affirmation constitue une des problématiques majeures.
  82. 82. Une définition ? La détermination des orientations à long terme de lentreprise et ladoption des actions consécutives, y compris lallocation des ressources nécessaires à la réalisation de ces objectifs. Chandler
  83. 83. La stratégie• Simple• Compréhensible• Utilisée au quotidien• But à atteindre• Long terme (3 à 4 ans)
  84. 84. Planification• Court terme fin de l’an prochain• Moyen terme 2 à 3 ans• Long termeplus de trois ans ... prospective? 87
  85. 85. Source: elhambinai.blogspot.com/ 2008/02/stay-focused.htm
  86. 86. Il n’y a pas de chemin pour celui qui ne sait où il va ! Proverbe japonais
  87. 87. Stratégie et focus BUT ?? ?? ? ?
  88. 88. Important et urgent PAS URGENT URGENT IMPORTANT ET IMPORTANT ET PASIMPORTANT URGENT URGENT URGENT ET PAS PAS URGENT ET PASPAS IMPORTANT IMPORTANT IMPORTANT
  89. 89. Le sage, le jeune moine et le vase
  90. 90. Analysestratégique
  91. 91. S WO T
  92. 92. Positive Negative S W O T
  93. 93. External Internal S O T W
  94. 94. ANALYSE SWOTSource: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
  95. 95. Source: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
  96. 96. Source: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
  97. 97. http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique
  98. 98. Modèle général d’Andrews et valeurs Analyse de Responsabilité Valeurs de la l’environnement sociale direction Identifier les Stratégies Décisions objectifs stratégiques SWOT alternatives stratégiques Analyse des ressources Objectifs stratégiques et politique générale réviséshttp://www.slideshare.net/Omar.Filali/management-stratgique-et-culture-dentreprise
  99. 99. Leadership plan d’actions et culture d’entreprise
  100. 100. ANALYSE SWOT Stratégie Plan d’actions
  101. 101. 1. Vision globale de l’entreprise2. L’entreprise 2.0 Table des3. Génération Y (mythe ou réalité ?) matières4. Mission vision valeurs de l’entreprise5. Stratégie6. Plan d’actions7. Gestion de projets
  102. 102. PLAN D’ACTIONS• Comment?• Quoi?• Qui?• Combien?• Où? tttt• Quand?• Pourquoi? 106
  103. 103. Plan d’actions
  104. 104. 108
  105. 105. 109
  106. 106. 110
  107. 107. 1. Vision globale de l’entreprise Table des matières2. L’entreprise 2.03. Génération Y (mythe ou réalité ?)4. Mission vision valeurs de l’entreprise5. Stratégie6. Plan d’actions7. Gestion de projets
  108. 108. And now …Project management
  109. 109. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  110. 110. La gestion de projets… 116
  111. 111. DEUX ELEMENTS CLES
  112. 112. WhyWhat The questions one MUST askbeforestartinganyprojectHowWhenWho Source: Craig Brown www.betterproject.net 119
  113. 113. WhyWhat Why is this project happening?How Why now? Why us?WhenWho Source: Craig Brown www.betterproject.net
  114. 114. WhyWhat What solution needs to be put in place to achieve the goals?How What work needs to happen to build the solution?WhenWho Source: Craig Brown www.betterproject.net
  115. 115. WhyWhat How do we get this solution in place?How How do we know when we’re done?WhenWho Source: Craig Brown www.betterproject.net
  116. 116. WhyWhat When do work activities happen? What do we need to do first?How What’s last?WhenWho Source: Craig Brown www.betterproject.net
  117. 117. WhyWhat Who do we need to deliver thisHow project successfully? ?WhenWho Source: Craig Brown www.betterproject.net
  118. 118. And what will it cost?
  119. 119. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  120. 120. The golden rule !!! Time Scope Cost• The triple constraint• Also known as the IRON TRIANGLE• IT MUST BE DEFINED BEFOREHAND !
  121. 121. The QuadrupleConstraint Time Quality Scope Cost• Warning: Quality has many definitions
  122. 122. Figure 1.1 Triple Constraint of Project Management (Schwalbe, 2006, p8)
  123. 123. Project management body of knowledge 9 Knowledge areas Time Cost Scope Management Management Management Quality Integration HR Management Management Management Risk Communication Procurement Management Management Management4 from the triangle + 4 support + integration
  124. 124. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  125. 125. OBJECTIVES MUST BE SMART ! S Specific M Measurable A Achievable R Relevant T Time-bound
  126. 126. EVEN SMARTER…Letter Major Term Minor Terms S Specific Significant[3], Stretching[3], Simple M Measurable Meaningful[3], Motivational[3], Manageable Agreed, Attainable[6], Assignable[2], Appropriate, A Achievable Actionable, Action-oriented[3] Realistic[2], Results/Results-focused/Results-oriented[6], R Relevant Resourced[7], Rewarding[3] Time framed[2], Timed, Time-based, Timeboxed, T Time-bound Timely[6][5], Timebound, Time-Specific, Timetabled, Trackable E[1] Exciting, Evaluated, Ethical R[1] Recorded, Rewarding, Reviewed[8] http://en.wikipedia.org/wiki/SMART_(project_management)
  127. 127. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  128. 128. The planning … Are you sure it’s needed?http://flickr.com/photos/xabier-martinez/225627841/ Source: Craig Brown www.betterproject.net
  129. 129. The PlanThe PlanThe Plan The Plan The Plan The Plan The Plan Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  130. 130. Guides you activitiesThe PlanThe PlanThe Plan The Plan The Plan The Plan The Plan Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  131. 131. Makes you think ahead Guides you activitiesThe PlanThe PlanThe Plan The Plan The Plan The Plan The Plan Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  132. 132. Makes you think ahead Guides you activitiesThe PlanThe PlanThe Plan The Plan The Plan The Plan The Plan Helps you work out who you need to hire Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  133. 133. Makes you think ahead Works out the timeline and budget Guides you activitiesThe PlanThe PlanThe Plan The Plan The Plan The Plan The Plan Helps you work out who you need to hire Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  134. 134. Makes you think ahead Works out the timeline and budget Guides you activitiesThe PlanThe PlanThe Plan The Plan The Plan The Plan The Plan Helps you work out who you need to hire Helps manage expectations Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  135. 135. Makes you think ahead Works out the timeline and budget Guides you activities Helps understand the effects ofThe PlanThe PlanThe Plan The Plan changes The Plan The Plan The Plan Helps you work out who you need to hire Helps manage expectations Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  136. 136. Makes you think ahead Works out the timeline and budget Guides you activities Helps understand the effects ofThe PlanThe PlanThe Plan The Plan changes The Plan The Plan The Plan Helps you work out who you need to hire Helps manage expectations Don’t forget the retroplanning Changes once you starthttp://flickr.com/photos/xabier-martinez/225627841/
  137. 137. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  138. 138. Time Cost ScopeManagement Management Management Quality Integration HR ManagementManagement Management Risk Communication ProcurementManagement Management Management
  139. 139. What if it’s not Integrated? Time Scope Management Management Cost Management Integration Managemen Quality tManagement HR Management Procurement Communication Management Management Risk Management
  140. 140. Figure 1.2 Integrated Management of Projects (Gray Larson, 2006, p13)
  141. 141. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  142. 142. • Which ones are most important for projects? Technical skills People Skills Budgeting, Scheduling, Leading, Motivating, Documenting Listening, Empathising Source: Craig Brown www.betterproject.net
  143. 143. Figure 1.3 Technical and Sociocultural Dimensions of Project Management (Gray Larson, 2006, p13)
  144. 144. • A team• is a group of individuals who cooperate and work together to achieve a given set of objectives or goals (Horodyski, 1995).
  145. 145. • Team-building• is high interaction among group members to increase trust and openness
  146. 146. Project Team SizePerformance is based on balance of members carrying out roles and meeting social andemotional needs
  147. 147. • Project teams of 5 to 12 members work best Source: Craig Brown www.betterproject.net
  148. 148. • There are problems you encounter as size increases Source: Craig Brown www.betterproject.net
  149. 149. 1. It gets more difficult to interact with and influence the group2. Individuals get less satisfaction from their involvement in the team3. People end up with less commitment to the team goals4. It requires more centralized decision making5. There is lesser feeling as being part of team Source: Craig Brown www.betterproject.net
  150. 150. • You can’taccelerate a nine-monthpregnancy by hiringninepregnantwomen for a month.• Likewise, saysUniversity of North Carolina computer scientist Fred Brooks, youcan’talways speed up an overdue software project by adding more programmers;• Beyond a certain point, doingsoincreasesdelays.
  151. 151. Assigning more programmers to a project running behind schedule will make iteven later, due to the time required for the new programmers to learn about theproject, as well as the increased communication overhead. - Fred Brooks
  152. 152. Group Intercommunication Formula n(n − 1) / 2 Examples Fred Brooks The Mythical Man-Month Source: Craig Brown www.betterproject.net
  153. 153. Group Intercommunication Formula n(n − 1) / 2 Examples 5 developers - 5(5 − 1) / 2 = 10 channels of communication Fred Brooks The Mythical Man-Month Source: Craig Brown www.betterproject.net
  154. 154. Group Intercommunication Formula n(n − 1) / 2 Examples 5 developers - 5(5 − 1) / 2 = 10 channels of communication10 developers - 10(10 − 1) / 2 = 45 channels of communication Fred Brooks The Mythical Man-Month Source: Craig Brown www.betterproject.net
  155. 155. Group Intercommunication Formula n(n − 1) / 2 Examples 5 developers - 5(5 − 1) / 2 = 10 channels of communication10 developers - 10(10 − 1) / 2 = 45 channels of communication 50 developers - 50(50 − 1) / 2 = Fred Brooks 1225 channels of communication The Mythical Man-Month Source: Craig Brown www.betterproject.net
  156. 156. Project implies change ! And as suchResistance to change, even within the project team !
  157. 157. http://flickr.com/photos/hlthenvt/401556761/sizes/l/
  158. 158. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  159. 159. http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html
  160. 160. Figure 10.1 Network of stakeholders(Gray Larson, 2006, p314)
  161. 161. Project team manages and completes the project work. Most participants want to do a good job, but they are also concerned with other obligations and how their involvement will contribute to their personal goals and aspirations
  162. 162. Project managers naturally compete with each other for resources and support from top management.At the same time, they have to share resources and exchange information.
  163. 163. Functional managers depending upon how the project isorganised can play minor or major role toward the project success, for example providing technical input etc.
  164. 164. Top management approves funding of the project and establishes the priorities within the organization. They define success, rewards for the successful completing of the project. Significant adjustments in scope, time and cost
  165. 165. Project sponsors champion of the project and usetheir influence to gain approval of the project. Their reputation is tied to the success of the project
  166. 166. Customers define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations
  167. 167. Administrative groupssuch as human resources, information systems, purchasing agents, maintenance etc. provide valuable support service.
  168. 168. Government agenciesplace constrains on project work. Permits need to be secured
  169. 169. Contractors may do the actual work with team members
  170. 170. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  171. 171. Assumptions1. the traditional adversarial relationship between the owner and contractor is ineffective and self-defeating2. that both parties share common goals and will mutually benefit
  172. 172. Types of Contracts
  173. 173. Fixed Price Cost Plus Types of Contracts
  174. 174. Fixed Price Cost Plus AKA AKA Lump Sum Time and Materials Types of Contracts
  175. 175. The contractor lowest bid agrees to perform all work specified in the contract at a fixed price. DisadvantagesFixed Price • More difficult and more costly to prepare (for client) • The risk of underestimating project costs (for contractor) Contract adjustments • Re-determination provisions • Performance incentives Types of Contracts
  176. 176. Contractor is reimbursed for alldirect allowable costs (materials,labor, travel) plus prior-negotiatedfee (set as a percentage of thetotal costs) to cover overhead andprofit. Cost PlusRisk to client is in relying on thecontractor’s best efforts to containcostsControls on contractors • performance and schedule incentives • costs-sharing clauses Types of Contracts
  177. 177. Project management:1. Preliminaryfacts questions2. The Golden rule ( triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
  178. 178. It’s not as easy as it sounds Source: Craig Brown www.betterproject.net
  179. 179. Sub ClientContractor Performing organisation organisation End Customer Consider this scenario Source: Craig Brown www.betterproject.net
  180. 180. Goal alignment? Sub ClientContractor Performing organisation organisation End Customer Consider this scenario Source: Craig Brown www.betterproject.net
  181. 181. Maximise customerrevenue, Reliable margin, on time and satisfaction Cheap andminimise budget,generate more work minimise convenient costs risk Sub ClientContractor Performing organisation organisation End Customer Consider this scenario Source: Craig Brown www.betterproject.net
  182. 182. Maximise customerrevenue, Reliable margin, on time and satisfaction Cheap andminimise budget,generate more work minimise convenient costs risk Conflict! Sub ClientContractor Performing organisation organisation End Customer The sub contractor wants to use existing systems and processes, which may help the P.O.’s ability to manage costs, Considerrestrict it’s ability to but might this scenario generate goodwill through lack of flexibility. Source: Craig Brown www.betterproject.net
  183. 183. Maximise customerrevenue, Reliable margin, on time and satisfaction Cheap andminimise budget,generate more work minimise convenient costs risk Conflict! Sub ClientContractor Performing organisation organisation End Customer The P.O. wants to manage it’s delivery to be on time and on target. Consider this scenario This helps the client minimise risk, but decreases flexibility. New customer requirements will be harder to implement. Source: Craig Brown www.betterproject.net
  184. 184. Maximise customerrevenue, Reliable margin, on time and satisfaction Cheap andminimise budget,generate more work minimise convenient costs risk Conflict! Sub ClientContractor Performing organisation organisation End Customer The client organisation wants to maximise customer satisfaction, which may lead to trying Consider this scenario to include all possible client requirements. This will probably make the solution too complex for most customers who want a cheap and convenient solution.
  185. 185. Maximise customerrevenue, Reliable margin, on time and satisfaction Cheap andminimise budget,generate more work minimise convenient costs risk Conflict! Conflict! Conflict! Sub ClientContractor Performing organisation organisation End Customer Collaborating isn’t always easy. Source: Craig Brown www.betterproject.net
  186. 186. Project management:Conclusions
  187. 187. Gestion de projets La gestion de projet est une démarche visant à structurer, assurer et optimiser le bon déroulement dun projet qui doit être:1. planifié2. budgété (étude préalable des coûts et avantages ou revenus attendus en contrepartie, des sources de financement, étude des risques opérationnels et financiers et des impacts divers...)3. Géré et organisé afin de maîtriser et piloter les risques4. atteindre le niveau de qualité souhaité5. faire intervenir et coordonner plusieur intervenants6. Être géré par un comité de pilotage et/ou un chef de projet
  188. 188. Gestion de projetsPhase « PLAN » : dire ce que l’on va faire dans un domaine particulier.Phase « DO » : faire ce que l’on a dit dans ce domaine.Phase « CHECK » : vérifier qu’il n’y a pas d’écart entre ce que l’on a dit et ce que l’on a fait.Phase « ACT » : entreprendre des actions correctives pour régler tout écart qui aurait été constatéprécédemment.
  189. 189. Figure 1.1 Project Life Cycle (Gray Larson, 2006, p6)
  190. 190. NEVER FORGET THAT PROJECT MANAGEMENT IS A BALANCE BETWEEN SCOPE QUALITYTIME COST
  191. 191. UN PROJET N’EST PAS UNE FIN EN SOI…
  192. 192. QUESTIONS ?

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