Management projet international

Management de projet
en contexte international
Jean-François MARCONNET

jfmarconnet@free.fr

2012-2013 - JF. Marconnet

EAC3 Filière DI/Mngt Prj Int.

1

International Project Management
What do we talk about? Project Management in
International context
We’ll place ourselves in the shoes of the Project
Manager



2

Objectives
Learn the fundamentals of the methodology and tools of
Project Management
Learn the main characteristics that a successful PM must
have
Understand the main problems that Project Management
in International context generates
Learn the fundamental attitudes to have when being a
PM in International context



3

Agenda
Project Management methodology
1 – Introduction
2 – The environment of the project
2.1 Customer – Supplier relationships
2.2 Organizational structures

3 – Project Life Cycle
3.1 Phases of a project
3.2 Economic life cycle of products

4 – The “gold triangle” : Quality (technical), Time, Costs
4.1 Work Breakdown Structure (WBS)
4.2 Schedule
4.3 Costs

5 – Risk Management
6 – Team building, communication & meetings
References


4

Agenda
1 – Introduction


4.2 Schedule
4.3 Costs




5

1 - Introduction
What is a project?
“ A temporary endeavor undertaken to create a unique product or
service”
(from Guide to Project Management Body Of Knowledge, Edition 2000, Project
Management Institute)
(endeavor = effort; to undertake = to carry out, to search)
NF EN ISO 9000 norm : “ A unique process, which contents a set of coordinated and
controlled activities, including begin and end dates undertaken with the goal of
reaching an objective conform to specific requirements, including time, cost and
resources constraints”

Main characteristics :
Temporary
Unique
Domain : product as well as service / specific requirements
Coordinated and controlled activities
Time, Cost, Quality (technical) constraints

A Project is different from Production :
The deliverable of a project is information (eg how to produce for a
product)
The deliverable of a production is a physical output (eg a product)


6

1 - Introduction
Different notions
A Program = a set of Projects, eg : nuclear program, space
program
A Program Manager manages several Project Managers
Affair = project or program very economically oriented : it
associates to the project the contractual relationships between
the company and its customer(s)

Project domains : various and infinite
Engineering structure : bridge, tunnel, highway, specific building
=> unique customer
Organizational project : Y2000 switch, organization of Olympic
Games, change of accounting rules
Product development: the goal is to produce several copies for
several customers, often the case in industry


7

1 - Introduction
What is Project Management?

Quality

Reaching objectives (fixed at the beginning) in terms of :
Quality (technical performances)
Cost
Time
Time
Cost
These variables are NOT independent, this is a “gold” triangle
To reach these objectives, the Project Manager uses a systematic
methodology and tools. The goal of the PM is to have always a
knowledge on :
The progress of the project (technical, cost, schedule) and
forecast of the end of the project
The risks on the project that can prevent its success : Project
Management can also be defined as the actions to prevent risks
to occur in project execution.


8

1 - Introduction
What is Project Management?
Management dimension : the PM role is to make work together people
that :
belong to different departments
have different jobs and objectives
may have different cultural approach
toward a common goal : project success.
It is achieved through a Project team of whom the PM is the leader.
The PM is also the leader of the Core team, composed of
representatives of different areas.



9

1 - Introduction
It means the PM is at the interface of numerous people and functions
and thus must have :
Communication skills
Negotiation skills
Team management capability and leadership
Writing capability : every important decision must be written!
Always be open-minded : always ask questions for
clarification/confirmation
Be systematic and organized



10

Agenda
1 – Introduction


4.2 Schedule
4.3 Costs




11

2.1 - Customer – Supplier relationships
Customer – Supplier relationship is THE fundamental notion that
defines the relations between parties at several levels :
NF EN ISO 9000 defines a Customer as “A structure who receives a
product”
NF EN ISO 9000 defines a Supplier as “A structure who provides a
product”
Such relations occur at different levels :
Industrial organization :
The structure that is the owner of the project and buys it is called the Contracting
Authority (in French MOA or Maître d’ouvrage). It is represented by a Project Director,
whose role is :
To follow the progress of the work
To achieve financial control of the project
To check the conformity of the works to the needs expressed
To inform the final customer if any



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The structure chosen by the Contracting Authority to make the works is called the Prime
Contractor (in French MOE maître d’oeuvre) and is represented by a Project Manager,
whose role is :
To conduct the project through its different phases (see below)
To inform its Management and its Customer through the organization of status
reviews
To manage the project team
To be accountable of quality (technical performance), cost and time
To analyze risks
To arbitrate
To choose external sub-contractors and follow technical as well as contractual
aspects of sub-contractors
Note that the Contracting Authority and the Prime Contractor may belong to the
same company

Contractual relationships : 2 types of markets exist, e.g. :
Market

Project

Type

Obligation

Cost

Fixed rate

Product

Recurrent

Results

Fixed at the
beginning

Means oriented

Eng. Structure

Unique

Means

Control of cost
along the works



13

Intra-Project relationships : the PM assigns owners of some
parts of the work to be done (Work Package Leaders),
people in charge must be accountable of delivering what has
been promised : there’s a contract between :
The Project Manager who’s customer of the work
The Work Package Leader who’s its supplier



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2.2 – Organizational structures
Organizational structure is of high importance for project working. It
has evolved in time and reflects the importance granted to project
work in companies.
Functional organization : the oldest organization scheme, dated
from the beginning of the XXth century.

From PMBOK, Edition 2000 p. 20


15

Projectized organization : invented to strengthen project work :




16

Matrix organization : most used organization today in companies
which need to work in project very often




17

Agenda
Part 1 : Project Management methodology
1 – Introduction


4.2 Schedule
4.3 Costs




18

3.1 – Phases of a project
The Project Life Cycle goes from the initial idea of the product/service up to
its end of use.
It is composed of Phases. At the end of each Phase, a Review is organized. If
it is passed, the next Phase can be started and the milestone (transition
phase) is successful.
=> a project can be summarized as a succession of phases and milestones
which are passed with the execution of specific reviews :
Description

Objective

Status of project at
phase end (after phase
review)

Phase 0

Time

Phases

Opportunity

Concept proposal, initial
idea from the customer

Begin

Phase 1

Initial business case

PM estimates several
solutions

Functional

Phase 2

Definition

PM selects and estimates
more precisely THE
solution selected

Specified

Phase 3

Development

Detailed study

Defined

Phase 4

Qualification

Achievement

Achieved

Phase 5

Operations

After-Sale care

Alive

Phase 6

Dismantling

Withdrawal

Withdrawed



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Each phase is dedicated to a specific type of work, and a Phase action list is
pre-defined (Quality procedures)
Each phase requires specific deliverables to be generated. The
deliverables are the output of the work. The PM is responsible for the
deliverables to be generated.
Each Phase is completed by a Phase Review either with the Project Team
or with Management (or both). This Review enables to validate the Phase.
Phase 0 Opportunity : the customer of the project exposes his initial idea of
product/service as a Concept Proposal. Main deliverable : Concept Proposal
Phase 1 Initial business case : this phase is iterative and several potential
solutions are examined and estimated (time to develop, cost, quality
obtained). Main deliverable : Customer Specifications
Phase 2 Definition : one solution is selected from all the solutions proposed
in Phase 1. For this one, one will estimate in detail :
the technical flowchart
the logical chain of tasks
the schedule
the technical specifications
One will consult suppliers
Main deliverables : Technical Specifications, Product Development Plan


20

Phase 3 Development : it’s the detailed definition of the solution,
industrial development phase. One will :
Choose the suppliers
Launch the supply of all necessary components
Build prototypes
Realize elementary, then functional trials
Finalize technical specifications
Build and finalize the production files

Main deliverables : Technical Specifications (finalized), Introduction
in Production Specifications
Phase 4 Qualification : realizing, integrating and accepting serial
products. In this phase one will :
Initiate the procedures for managing technical evolutions, derogations,
anomalies
Initiate the training of Customer Support teams and users

Main deliverables : Technical evolutions & derogations
specifications


21

Phase 5 Operations : cruise speed of the product life. One will manage :
Transfer of responsibility (at the beginning of the phase)
Traceability of sold products/services
After-sales operations
Maintenance (including feedback from “field” and analysis of break-downs,
incidents, anomalies…)

Main deliverables : Maintenance Specifications
Phase 6 Mature life/Dismantling : one will organize the dismantling phase
(if needed).
Main deliverable : Dismantling Procedures



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3.2 – Economic Life Cycle of Products
Economic Life Cycle of a single Product :

Modified from Aïm, 2007
Phase
Phase
Phase
Phase

1
2
3
4

:
:
:
:

investments paid (high average street price ASP)
the competition arrives in the game (ASP decrease)
maximum profitability (product in promotion)
the competition is very strong (ASP sacrified)



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3.2 – Economic Life Cycle of Products
Economic Life Cycle of several Products :



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Agenda
1 – Introduction


4.2 Schedule
4.3 Costs




25

4.1 – Work Breakdown Structure (WBS) Time

Quality
Cost

Why? Breaking down a project allows to break down its complexity, so :
The identification of difficulties is easier
The identification of the risks on the project is easier

What is it?
The WBS (= technical flowchart) is the tool of reference for the project. It is a
tree that enables to analytically break down the project into more simple
set of tasks called Work Packages (WP). For big projects, each WP can be a
project.
Each WP must answer the questions :
What is to be studied (technical content)?
What is to be realized once the WP is over (deliverables)?
Quality
With which means?
What are the tasks to be done?
Who will do the job (WP Leader)?
Time
Cost
Who is responsible for the completion of the WP?
What is the time constraint?
What is the budget allowed?


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Quality
Cost

When does the PM need to build the WBS?
The WBS reflects what and how the product/service will be done.
Therefore, it can be built only after the need analysis has been
completed and the product/service definition is stabilized
(technically, timely, costly). Thus, it must be done at the end of
Phase 1 (slide 19).

As the WBS identifies the sets of tasks, eg : tasks of
management, quality, engineering, certification, supply… the WPs
need to take into account :
The technical structure of the product/service to be built
The organizational structure of the enterprise.

The vision of the project through the organization is
called the Organization Breakdown Structure (OBS)



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Quality
Cost

How does the PM build the WBS?
The PM is not alone, and he/she must discuss and negotiate with
experts. Each WP has to be a contract between the Project
Manager and the WP Leader accountable for the WP.

Synthesis : the WBS must give for each WP :
Description of the tasks and identification of the deliverables;
The name of the person accountable for the WP (WP Leader) :
this person is supplier of the PM and will need to provide the PM
regular status reports;
Define time constraints;
Define a budget.
This is a contract between the Project Manager and the WP
Leader, all these information need to be written!



28

4.2 – Schedule of the project

Quality
Time

Cost

What is a time schedule? This is a calendar graphical
representation that shows :
The logical links between tasks to be realized
The major key dates called milestones (dates of reviews, of
deliveries…) A milestone needs a management action to be
passed (acceptation) and is a transition.

Types of schedules :
The Master Schedule : eg GANTT chart is the most used today
Goal : obtain a synthetic vision of the progress of the project (=> notion of
“super-tasks”)
Advantages : easy reading, unambiguous
Drawbacks : limited number of tasks, simplified logical links between tasks

The Detailed Schedule : (eg GANTT, PERT, CPM, PDM charts)
Goal : enable to manage all the tasks, at a detailed level. For example, it
can be used by WP Leaders to manage their WP and a summary will be put
in the Master Schedule of the project.



29

4.2 – Schedule of the project

Quality
Time

Cost

Advantages : can manage a huge number of tasks and can give information
on Critical Path, margins on tasks.
Drawbacks : complex to read and interpret, it is not a communication tool
for the PM to other parties : management, project team, sub-contractors…

Examples of MS Project Master Schedules



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4.3 – Costs of a project

Quality
Time

Cost

Cost control : it is a process that can guarantee during the whole
project life cycle to forecast, follow and optimize all project costs
with the goal to reach a final forecasted cost for the project.

Cost reports : to be produced by the PM, they content :
The initial budget
The cost commitments
The estimate of future costs up to project completion
The estimate of the total cost at project end, deviation wrt
budget

How to estimate the budget needed for a project?
By estimating the budget needed by each WP and making the sum of
all WP budgets



31


Quality
Time

Cost

Spending curve : the “S curve”
Phase 1 : starting phase, the project team starts to work
Phase 2 : growth
Phase 3 : decrease of resources, the people are stopping progressively working for the
project



32


Quality
Time

Cost

Commitments vs spendings



33


Quality
Time

Cost

Follow-up of spendings :

ACWP : Actual Cost of Work Performed
BCWS : Budgeted Cost of Work Scheduled
BCWP : Budgeted Cost of Work Performed



34


Quality
Time

Cost

(Cazaubon et al., 1997)


35


Quality
Time

Cost

(Cazaubon et al., 1997)


36

Agenda
1 – Introduction


4.2 Schedule
4.3 Costs




37

What is a risk?
A random event that :
can be predicted (future) only with a probability of occurrence
(no certainty)
can have a negative impact : notion of severity

Risks can be of different types on a project :
Technical : related to the maturity of a technology, of difficulties of
Quality
implementing a technology
Time
Time
Cost
Costs
Remember these parameters are NOT independent!

Analyzing the risks : the key point is the earlier a risk is known
in the project, the greater will be the possibility to prevent its
occurrence (see definition of Project Management)


38

Risks analysis :

Average
(2)

Actions needed

Weak
(1)

Probability

Strong
(3)

Risks need to be identified and for each of them, the Severity as
well as the Probability of occurrence need to be estimated.
They are graphically represented in a matrix of risks evaluation :

Severity
Moderate
(1)

Important
(2)

Major
(3)


39

Interpretation :
Risks of low probability of occurrence and of low severity are
considered acceptable for the project. Knowing and monitoring
them is enough.
Risks of high probability and high severity are not acceptable for
the project => immediate actions need to be started to reduce
the probability of occurrence or/and the severity of such risks.
Risks of intermediate probability and severity cannot be
accepted and actions need to be started to reduce these risks.



40

An action plan needs to be defined, meaning for each action one
must define :
Description of the action
Owner of the action
Due date
Date of next review

The action plan needs to be reviewed regularly with the team.



41

Analyzing the risks : method : the most robust method is
called FMECA Failure Mode Effects and Criticity Analysis (in French
AMDEC Analyse des Modes de Défaillances, de leurs Effets et de
leur Criticité)
Principle : the risks are identified in the conception phase (=> early)
The identification is done thanks to the feedback of experience on prior
similar products/services (=> it needs information from other
departments like After-Sales or Tech Support for example)
The risks are quantified :
Probability of occurrence (P)
Level of severity (S)
Ease of detection (D)
The Criticity is derived : C = PxSxD

The risks are sorted by C descending
The risks are plotted on a Pareto diagram which enables to identify the
most important ones : rule of “80%-20%” : 80% of the consequences
are due to 20% of the causes.


42

Example of Pareto diagram :

80

In this example, 80%
of the defective cases can be
explained
by 50% of the problems

From PMBOK, Edition 2000, p. 105


43

The most important risks (those who generate most cases) will
be processed.
For each risk, the root cause(s) has to be determined. For that,
investigations need to be done on the conception : an action
plan is defined. The PM is responsible for the follow-up of the
action plan.

* RPN = Risk Parameter Number (Criticité)


44

Corrective actions are implemented with the goal of reducing
either the probability or/and the severity of the risks.
Some time after, the list of risks is reviewed and for all the risks,
the Criticity is re-computed, the Pareto diagram is plotted etc…
normally, the most important risks have declined and the global
quality has increased.
The method is iterative, the major drawback is it is long and heavy
to perform. That’s why it is mostly used in industries where
safety (thus total quality) is mandatory. But the method gives
excellent results.



45

Agenda
1 – Introduction


4.2 Schedule
4.3 Costs




46

6 – Team building, communication, meetings
The Project Manager is the Leader of a group :
Being a PM means being the leader of a workgroup : the Project
Team. The PM is at the interface of numerous functions and
people. The major difficulties he/she faces are :
often has no hierarchical power on team members => his/her
management cannot play with this register;
he’s not a specialist but a generalist who has organizational
skills, meaning :
he/she needs to ask questions again and again, to consult specialists
but he/she needs to know where he/she wants to conduct the group!

he/she must make very different people work together toward a
common objective : project success
=> His/her Leadership capability is key



47

Project meetings management : a successful meeting
depends on :
technical preparation of the content by the PM : a meeting must
have :
Clear objectives;
Clear agenda;
Pre-defined dedicated time (and means).

choice of attendees (each of them must have an added value)
the PM behavior as a coordinator of the group dynamic.
The PM must play with different registers :
Questioning :
Open question : “Can you explain your point of view?”
Closed question : “When did it happen?”
Echo question : reply by asking back the question
Relay question : transmit the question to another person
Mirror question : transmit the question to the whole group


48

Reformulate : the intervention of an attendee is reformulated by
the PM to clarify it for everybody (incl. himself).
Revive : the PM must listen carefully and revive the questions
not answered or elapsed.
Silence : all the non-verbal communication is of high
importance.
Synthesis : the PM, periodically and at the end of the meeting,
will synthesize the content of the meeting and recapitulate the
action plan if any.
After each meeting he conducted, the PM must write synthetic
minutes and distribute them (in a few days max. after the
meeting) to all people who attended the meeting. These
minutes must :
Be conform to the discussion which took place;
State clearly and faithfully the decisions of the meeting;
Indicate what will happen next.


49

Communication : nowadays, a good communication is key and is
part of the project success
The PM MUST communicate, even when not explicitly required, to
report project progress :
To the Management
To other people in the company

By which means? Classical means :
E-mail;
Insert an article in internal magazine if any
…

To say what?
Inform on progress;
Inform on milestone passed and on all successes.

Don’t forget : influence and image are important for project success.



50

Team building : 3 major rules
Encourage TEAM work and RESPONSIBILITY
Always put focus on final unique responsibility
Break functional barriers using a multi-functional team

Two different managements :
Functional management (hierarchical management) : aims at keeping
existing processes. Doesn’t like change, because it can affect efficiency
Project management : manages change, because of limited temporality,
and work toward unknown.
=> Style of project management : always be positive and look for
solutions to problems rather than criticize and note errors !



51

Synthesis

Buttrick, 2005



52

References
A Guide to the Project Management Body Of Knowledge, Project
Management Institute, Edition 2000, Newton Square
Pennsylvania USA
French Edition : Guide du Corpus des connaissances en
management de projet (2004), Project Management Institute,
3ème édition, Newton Square Pennsylvania USA
AIM R. (2007), “L’essentiel de la Gestion de projet”, Editions
Gualino, Paris
BUTTRICK R. (2005), “Gestion de projets”, 2ème édition, Pearson
Education France
CAZAUBON C., GRAMACCIA G., MASSARD G. (1997),
“Management de projet technique”, Editions Ellipses
DESTORS M., LE BISSONNAIS J. (2003), “Le Chef de projet
paresseux… mais gagnant!”, 2ème édition, Microsoft Press, Paris



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