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1
Identifying Points of Vulnerability in
a Feasibility Study
By Olivier Mesly
October 7th, 2015, 11h15
PMI Montréal Sympos...
TODAY’S PRESENTATION
Speaker
Introduction
Points of Vulnerability
The 4 P’s of project management
Conclusion and questions...
SPEAKER
Author
Professor and consultant
3
Introduction
4
Note: Toutes les photos de la présentation entière sont la propriété exclusive d’Olivier Mesly et ne peuven...
5
WHY POV’S?
SEA CREST FISHERIES
6
7
“ We’ve had to expand our plant every
year for the last five years, It’s a good
problem to have. Business is good.”
Bria...
Sea Crest Fisheries Ltd.
Herring
Mink food
8
9
A NEW PROJECT
HERRING MINK FOOD
SEA PRODUCTS LAND PRODUCT
EXPORTS LOCAL SUPPLIERS
10
POV’S
inputs outputTransformation
11
fish, poultry, pork and grain
FOOD (MINK)
inputs outputTransformation
12
contamination
POV’S
RISKS
SOCIO-CULTURAL
(EXTERNAL)
Environnemental
Technological
MarketingOrganizational
Politico-
legal
Financial
14
RISKS AND VULNERABILITIES
RISKS
POV’S |
U (DP)
RISKS = K / POV’s
15
RISKS AND VULNERABILITIES
RISKS
POV’S |
U (DP)
A
B
16
RISKS AND VULNERABILITIES
RISKS
POV’S |
U (DP)
17
RISKS AND VULNERABILITIES
RISKS
POV’S |
U (DP)
18
RISKS AND VULNERABILITIES
RISKS
POV’S |
U (DP)
19
CALENDAR
COSTS
NORMS
V
P
M
D
R
20
4 P’S
inputs
Plan
Power
(…)
Processes
People
Mechanical
Human
PMBOK FRAME
22
CRITERIA P
A CHANGE PROCESS PROCESSES
A SCOPE PLAN
METICULOUS PLANNING
GROUP OF MANAGERS
POWERMEASURES OF S...
PMBOK FRAME
23
CRITERIA P
A CHANGE PROCESS PROCESSES
A SCOPE PLAN
METICULOUS PLANNING
GROUP OF MANAGERS
POWERMEASURES OF S...
24
PROBLEMS IDENTIFIED BY MANAGERS % 4 P
LACK OF COMMITMENT 59
PERSONS AND
POWER
COMMUNICATION MISHAPS 54
CONFLICTS 35
INS...
4 P’s extrantsTransformation
Ceilings (costs)
Floors (Norms of Q)
25
CLOSED DYNAMIC SYSTEM
Walls (calendar)
4 P’s extrantsTransformation
Ceilings (costs)
Floors (Norms of Q)
26
Walls (calendar)
POV’S
FPnc extrantsTransformation
Ceilings (costs)
Floors (Norms of Q)
27
Walls (calendar)
POV’S
28
INNOVATIVE
UNIQUE
STAKEHOLDERS
TECHNICAL CHALLENGES
CALENDAR
OPPORTUNITY FOR PROFIT
POV’S
29
PROJET
BOK
o PRODUCT
o SERVICE
o PROCESSES
o RESEARCH
IMPACTS (+ OR -)
TANGIBLES
POV’S
30
Plan and
Processes
Impacts
Products
BOK
Transformation
People and
Power
Mechanical
aspect
Human aspect
POV
31
A model
FEASIBLE ?
32
• FRAMES OF ANALYSIS
• 4 P’S
• QUESTIONNAIRE
FRAMES OF ANALYSIS
33
• DEFINITION
• CONTEXTUAL FRAME OF RISKS
• POTENTIALITY
• PARAMETRIC
• KSF AND KFF
PROJECT
PEOPLE
PLAN
PROCESSES
POWER
34
Control
Transparency
Fairness
Trust
Collaboration
Commitment
35
Collaboration
Distance
Fairness
Commitment
Control/
Transparency
(I +)
(I ±)
(I +)
(I +)
(T)
(T)
Costs
NQ CalendarProje...
Questions
THANK YOU !
Olivier Mesly
36
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Symposium 2015 : Identifying points of vulnerability in a feasability study

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Feasibility studies usually focus on technical and financial feasibility, with a marketing Survey if the promoters feel it is justified. Other aspects of a feasibility study include environmental concerns. However, there is a need to look at feasibility in terms of stakeholders'interactions as well, as one of the major causes of project failure is the lack of understanding and commitment among them. Identifying points of vulnerability in all four P's of a project -- Power, People, Processes and Plan of course-- ahead of time through a feasibility study is one way of reinforcing the chances of success of a project.

Olivier Mesly, MBA, DBA
Professor - marketing and project feasibility

Publié dans : Formation
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Symposium 2015 : Identifying points of vulnerability in a feasability study

  1. 1. 1 Identifying Points of Vulnerability in a Feasibility Study By Olivier Mesly October 7th, 2015, 11h15 PMI Montréal Symposium Olivier Mesly is professor at Université Sainte-Anne in Nova Scotia and associate professor at UQO Note: Toutes les photos de la présentation entière sont la propriété exclusive d’Olivier Mesly et ne peuvent en aucun cas être utilisées sans son autorisation écrite.
  2. 2. TODAY’S PRESENTATION Speaker Introduction Points of Vulnerability The 4 P’s of project management Conclusion and questions 2
  3. 3. SPEAKER Author Professor and consultant 3
  4. 4. Introduction 4 Note: Toutes les photos de la présentation entière sont la propriété exclusive d’Olivier Mesly et ne peuvent en aucun cas être utilisées sans son autorisation écrite.
  5. 5. 5 WHY POV’S?
  6. 6. SEA CREST FISHERIES 6
  7. 7. 7 “ We’ve had to expand our plant every year for the last five years, It’s a good problem to have. Business is good.” Brian Saulnier, president of SCF WITH GROWTH…VULNERABILITIES
  8. 8. Sea Crest Fisheries Ltd. Herring Mink food 8
  9. 9. 9 A NEW PROJECT HERRING MINK FOOD SEA PRODUCTS LAND PRODUCT EXPORTS LOCAL SUPPLIERS
  10. 10. 10 POV’S
  11. 11. inputs outputTransformation 11 fish, poultry, pork and grain FOOD (MINK)
  12. 12. inputs outputTransformation 12 contamination POV’S
  13. 13. RISKS SOCIO-CULTURAL (EXTERNAL) Environnemental Technological MarketingOrganizational Politico- legal Financial
  14. 14. 14 RISKS AND VULNERABILITIES RISKS POV’S | U (DP) RISKS = K / POV’s
  15. 15. 15 RISKS AND VULNERABILITIES RISKS POV’S | U (DP) A B
  16. 16. 16 RISKS AND VULNERABILITIES RISKS POV’S | U (DP)
  17. 17. 17 RISKS AND VULNERABILITIES RISKS POV’S | U (DP)
  18. 18. 18 RISKS AND VULNERABILITIES RISKS POV’S | U (DP)
  19. 19. 19 CALENDAR COSTS NORMS V P M D R
  20. 20. 20 4 P’S
  21. 21. inputs Plan Power (…) Processes People Mechanical Human
  22. 22. PMBOK FRAME 22 CRITERIA P A CHANGE PROCESS PROCESSES A SCOPE PLAN METICULOUS PLANNING GROUP OF MANAGERS POWERMEASURES OF SUCCESS CONTROL SYSTEM
  23. 23. PMBOK FRAME 23 CRITERIA P A CHANGE PROCESS PROCESSES A SCOPE PLAN METICULOUS PLANNING GROUP OF MANAGERS POWERMEASURES OF SUCCESS CONTROL SYSTEM
  24. 24. 24 PROBLEMS IDENTIFIED BY MANAGERS % 4 P LACK OF COMMITMENT 59 PERSONS AND POWER COMMUNICATION MISHAPS 54 CONFLICTS 35 INSUFFICIENT RESOURCES 69 PROCESSES AMBIGUOUS GOALS 67 PLAN NON REALISTIC DEADLINES 63 POOR PLANNING 56 INAPPROPRIATE CHANGES 42 Source:MeredithetMantelé(2009)
  25. 25. 4 P’s extrantsTransformation Ceilings (costs) Floors (Norms of Q) 25 CLOSED DYNAMIC SYSTEM Walls (calendar)
  26. 26. 4 P’s extrantsTransformation Ceilings (costs) Floors (Norms of Q) 26 Walls (calendar) POV’S
  27. 27. FPnc extrantsTransformation Ceilings (costs) Floors (Norms of Q) 27 Walls (calendar) POV’S
  28. 28. 28 INNOVATIVE UNIQUE STAKEHOLDERS TECHNICAL CHALLENGES CALENDAR OPPORTUNITY FOR PROFIT POV’S
  29. 29. 29 PROJET BOK o PRODUCT o SERVICE o PROCESSES o RESEARCH IMPACTS (+ OR -) TANGIBLES POV’S
  30. 30. 30 Plan and Processes Impacts Products BOK Transformation People and Power Mechanical aspect Human aspect POV
  31. 31. 31 A model
  32. 32. FEASIBLE ? 32 • FRAMES OF ANALYSIS • 4 P’S • QUESTIONNAIRE
  33. 33. FRAMES OF ANALYSIS 33 • DEFINITION • CONTEXTUAL FRAME OF RISKS • POTENTIALITY • PARAMETRIC • KSF AND KFF
  34. 34. PROJECT PEOPLE PLAN PROCESSES POWER 34 Control Transparency Fairness Trust Collaboration Commitment
  35. 35. 35 Collaboration Distance Fairness Commitment Control/ Transparency (I +) (I ±) (I +) (I +) (T) (T) Costs NQ CalendarProject (C+) Trust (t)
  36. 36. Questions THANK YOU ! Olivier Mesly 36

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