entreprise 2.0 (stratégie, plan d'actions, gestion de projets)
DESCRIPTION
cours donné en février 2013TRANSCRIPT
Ce soir, nous allons examiner les structures des entreprises 2.0 ou qui essayent de l’être
Entreprise 2.0 Mission, vision, valeurs, stratégie, plan d’actions et gestion de projets
Jacques Folon
Chargé de cours ICHECMe. de conférences Université de Liège
Professeur invité Université de Metz
Partner Edge Consulting
Cette présentation est sur
www.slideshare.net/folon
elle est à votre disposition
Mes coordonnées, réseaux sociaux, outils de curation, cours, conférences etc. sont
sur http://jacquesfolon.tel
Table des matières
1. Vision globale de l’entreprise
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
DRH SAV Production
Achats
Marketing
Publicité
Vente
Sous-Traitant
Producteur de Machines
Fournisseurs
Supply
Chain
Web
Fournisseurs
Soc de Service Push
Banque
Actionnaires
Sites de Recrutement
E-learning
Tutoring
C
L
I
E
N
T
S
Distributeur
Marchand
E-biz
Sites d ’appel d ’offre
CONCURRENTS
Marketing
Site Financier
social media
tracking
Logistique
CLIENTS
Back-up techniciens
SVPTutoring
Club utilisateur
Télémaintenance
B2B
B2B
Co-ingienerie
Extranet
Administr@tions
Sitedecrise
DG
Bureau d’Etude
Maintenance
EDI
Back-up commerciaux
Partenaires
Veille Concurrentielle et
Intelligence Economique
$
Gestion Trésorerie
Dématérialisationdes procédures
Télémaintenance machines
Veille Technologique
Recherche nouveaux
FournisseursMarket-Place
Télétravail
Gestion
DRH SAV Production
Achats
Marketing
Publicité
Vente
Sous-Traitant
Producteur de Machines
Fournisseurs
Supply Chain Managt B to B
Web
Fournisseurs
Soc de Service Push
Banque
Actionnaires
Sites de Recrutement
E-learning Télé-Tutoring
C
L
I
E
N
T
S
DistributeurMarchand
e-commerce
Sites d ’appel d ’offre
CONCURRENTS
Marketing one to one
Site Financier
e-mailing, bandeaux,site promotionnel...
trackingLogistique
CLIENTS
Back-up techniciens
SVP réclamations
TutoringClub utilisateur
Télémaintenance
B to B
Co-ingienerie
Extranet
administrations
Sitedecrise
DG
Bureau d’Etude
Maintenance
EDI
Back-up commerciaux
Veille Concurrentielle et Intelligence Economique
$
Gestion Trésorerie
Dématérialisationdes procédures
Télémaintenance machines
Veille Technologique
Recherche nouveaux FournisseursMarket-Place
Télétravail
ASP
Gestion
SCM
Extranet
KM C R MINTRANET
ERP
Table des matières1. Vision globale de l’entreprise
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
L’entreprise 2.0
• Source: http://media.ebaumsworld.com/mediaFiles/picture/793370/80680072.jpg
Definition
• “Enterprise 2.0 is the use of emergent social software platforms within companies or between companies and their partners and customers” – Andrew McAfee– Associate Professor, Harvard Business
School
• i.e. Web 2.0 behind the firewall
10
Meet
Charlotte
Source: http://www.slideshare.net/TheShed/meet-charlotte
Ms Web2.0 working (as many do) in Enterprise
1.0
She lives here
and works here.
@ home
…one of her hobbies is keeping fit.
@ work
…she’s a research
scientist in a large
pharmaceutical company.
@ home
…she uses Google to filter the Internet for the information she
needs.
@ work
…she has to remember where everything is.
@ home
…she taps the collective knowledge of the internet
through Wikipedia.
@ work
…she asks her boss about stuff 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
the summary minutes from a
document repository.
…if the minutes have been captured!
…if she knows where they are!
…if she has access privileges to them!
31
@ 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 really
understand what the guy two
desks down from her
does!
@ home
When she’s not catching up with
friends she’s using her spare time to catch up on her
hobbies.
She has her own blog…
where she advertises exercise
regime and any hints and tips she
comes across.
So far she’s had over 1000 people read her blog
from all over the world.
She reads other blogs, is
an active forum
member and posts frequent ezine articles.
In this online community she’s
… a respected leader
…and a dedicated follower.
When she got interested in
keeping fit her network was…
now it’s…
@ work
…her network is still…
…If you ask
Charlotte what she wants to change at work she’ll
say…
…she want’s to connect with
anybody…
…at anytime…
…from anywhere!
54
So Entreprise 2.0 or employees 2.0 in old-fashionned companies?
55Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg & Henrik Gustafsson, Acando
People
• The Strength of Weak Ties• Weak ties are those people
in our social networks that we have linked to or have met at a conference and exchanged business cards with - the people that are on our radar as potential colleagues or potential business partners.
56
The New Enterprise
Structure
Scope
Resource Focus
State
Personnel/focus
Key drivers
Direction
Basis of action
Individual motivation
Learning
Basis for compensation
Relationships
Employee attitude
Dominant requirements
Hierarchical
Internal/closed
Capital
Static, stable
Managers
Reward and punishment
Management commands
Control
Satisfy superiors
Specific skills
Position in hierarchy
Competitive (my turf)
Detachment (it’s a job)
Sound Management
Closed Hierarchy
Networked
External/open
Human, information
Dynamic, changing
Professionals
Commitment
Self-management
Empowerment to act
Achieve team goals
Broader competencies
Accomplishment, competence level
Cooperative (our challenge)
Identification (its’ my company)
Leadership
Open Networked Enterprise
Source: Paradigm Shift: The New Promise of Information Technology, 1992
58Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg & Henrik Gustafsson, Acando
59Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg & Henrik Gustafsson, Acando
Table des matières1. Vision globale de l’entreprise
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
Génération Y : mythe ou réalité ?
Comment les désigner ?
Babyboomer’s childrens Echo-boomersE-GenerationDigital NativesFacebook GenerationGen YGénération 2001Génération accélérationGénération des transparentsGénération entropiqueGénération InternetGénération MoiGénération texto/SMSGénération WWWGeneration Y not?Génération ZappingGreat GenerationHomo Zappiensi-GenerationMillenialsNet GenerationNextersNintendo GenerationNouveaux androïdesSunshine Generation
http://www.zazzle.be/generation_y_pas_tshirt-235332731462770922
Quand faut-il être né pour en faire partie?
La période pour définir cette génération Y est très variable, elle comprend (selon les auteurs) les personnes nées:
• Entre 1974 et 1994 • De 1978 à 1998 pour ceux qui les
caractérisent d’Echo-boomer• De 1978 à 1988• Ou de 1978 à 1995• Ceux qui sont nés après 1980 • Entre 1980 et 2000• Ou après 1982• ou plus précisément de 1982 à
2003• Entre 1990 et 2000• ...
BARRER LA MENTION INUTILE !
http://funnyscrapcodes.blogspot.com/2009/10/embed-code-funny-stuff-funny-scraps.html
Un concept défini de façon aussi
variable et contradictoire
existe-t-il?
http://www.madmoizelle.com/generation-y-temoignage-43730
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 Limère http://www.5dcompany.eu
POUR CEUX QUI N’AIMENT PAS LES GRAFFITIS TRADUCTION: MYTHES DE LA GENERATION Y
La technologie est une affaire de jeunes
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 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”.
• 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.
Ils ne sont pas si fort que ça!
Table des matières1. Vision globale de l’entreprise
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
77
Des valeurs au plan d’action
Valeurs
Vision
Mission
Stratégie
Plan d’actions
78
Les valeurs
80
Quatre valeurs fédératricesLes valeurs clés d’une entreprise constituent le terreau de sa culture. Elles guident l'entreprise et fournissent, à un groupe multidimensionnel, un socle culturel commun. Leur objectif est d'orienter le comportement et les actions des collaborateurs de la banque. BNP Paribas s’est choisi quatre valeurs clés dont il rappelle régulièrement l’importance, notamment lors de l’évaluation annuelle à laquelle sont soumis les collaborateurs pour mesurer leur performance en termes de réactivité, de créativité, d’engagement et d’ambition.
■ RéactivitéÊtre rapide dans l’évaluation des situations et des évolutions comme dans l’identification des opportunités et des risques.Être efficace dans la prise de décision et dans l’action.
■ CréativitéPromouvoir les initiatives et les idées nouvelles.Distinguer les auteurs pour leur créativité.
■ EngagementS’impliquer au service des clients et de la réussite collective.Être exemplaire dans ses comportements.
■ AmbitionGoût du challenge et du leadership.Volonté de gagner en équipe une compétition dont l’arbitre est le client. 80
81
Nos valeurs
Cette 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’un ordinateur sur chaque bureau et dans chaque foyer, nous sommes convaincus des possibilités inouïes offertes par les technologies numériques et souhaitons mettre ces outils 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 de travail 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 acteurs de l’industrie, de nos interlocuteurs politiques et institutionnels. C’est également le respect de la diversité qui fait la richesse de notre entreprise et qui permet, constamment, d’élargir notre univers et d’apprendre des autres.
82
Mission, Vision★ Une définition possible de la mission d'entreprise est
"la définition de sa raison d'être, l'aspiration suprême qu'elle tente continuellement d'atteindre". L'énoncé de cette mission est en général une phrase ou un paragraphe qui formule cette raison d'être sous une forme un peu vague mais durable et qui est donc un repère stable dans le changement quotidien.
★ En contraste avec une mission, une "vision" sert à décrire un état futur désiré.
★ L’énoncé de la mission doit donc être précis et ayant une validité déterminée dans le temps. La vision peut-être amenée à être changée pour s'adapter aux circonstances conjoncturelles et internes alors que la mission, elle, reste identique..
J.Tendon, http://www.systemic.ch/NewArticles/article008.htm
83
Mission, vision, valeurs
83
84
MISSIONBuilding on our scientific, technical and commercial expertise, and aware of our societal responsibilities, we provide innovative 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 world leaders in selected markets and products either alone or with sound complementary business partners. Valued by its customers as a highly competent, reliable and competitive solution provider. With a clear, motivating organization, through dialogue, developing and empowering people and teams through rewarding and challenging jobs. Acting as good corporate citizens, caring for the environment, health and safety of its employees and of the community at large. Open to the expectations of the outside world, and contributing to economic, social and environmental progress VALUES
We firmly believe in:
• Ethical behaviour - A long-standing tradition of ethical behaviour based on principles of Honesty, Integrity and Trustworthiness
• Respect for people - Encouragement to exercise creativity and leadership, giving opportunities for every individual to develop his/her full potential
• Customer care - Constant enhancement of the quality and added value of our products and services through ongoing and cost effective innovation
• Empowerment - Fostering a culture that encourages delegation, risk taking, speed of response, accountability and partnership in order to adapt effectively to an uncertain and rapidly changing world
• Teamwork - Developing a learning organisation by building teamwork with open communications across our organisation, sharing knowledge, technologies and best practices
85
MissionPeter Drucker observait déjà en 1973 que "la plus importante raison de frustration et d'échecs dans les entreprises provient d'une réflexion insuffisante de la raison d'être de l'entreprise, de sa mission". Cette réflexion est toujours d'actualité.
86
La mission de Microsoft est de mettre son expertise, sa capacité d’innovation et la
passion qui l'anime au service des projets, des ambitions et de la créativité de ses clients, afin de faire de la technologie leur meilleure alliée
dans l’expression de leur potentiel.
87
Google a pour mission d'organiser les informations à l'échelle mondiale dans le but de les rendre accessibles
et utiles à tous
Table des matières1. Vision globale de l’entreprise
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
La stratégie
Source: http://davidcoethica.files.wordpress.com/2009/06/strategy.jpg
LLa stratégie d'entreprise est une question d'adéquation entre les capacités
internes d'une entreprise et son environnement extérieur. Bien que les experts en
stratégie divergent sur le fond, ils s'accordent à penser que cette affirmation
constitue une des problématiques majeures.
Une définition ?
La détermination des orientations à long terme de l'entreprise et l'adoption des
actions consécutives, y compris l'allocation des
ressources nécessaires à la réalisation de ces objectifs.
Chandler
91
La stratégie
• Simple• Compréhensible• Utilisée au quotidien• But à atteindre• Long terme (3 à 4 ans)
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 focusBUT
?
?? ?
?
?
Important et urgentURGENT
PAS URGENT
IMPORTANTIMPORTANT ET URGENT
IMPORTANT ET PAS URGENT
PAS IMPORTANTURGENT ET PAS IMPORTANT
PAS URGENT ET PAS IMPORTANT
Le sage, le jeune moine et le vase
Analyse stratégique
S
T
W
O
S
T
W
O
Positive Negative
S
T
W
O
Inte
rnal
Exte
rnal
ANALYSE SWOT
Source: 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 l’environnement
Identifier les objectifs
stratégiques
Analyse des ressources
SWOT Stratégies alternatives
Valeurs de la direction
Décisions stratégiques
Responsabilité sociale
Objectifs stratégiques et
politique générale révisés
http://www.slideshare.net/Omar.Filali/management-stratgique-et-culture-dentreprise
Leadership plan d’actions et culture d’entreprise
Stratégie
Plan d’actions
ANALYSE SWOT
SKILLS
STAFF
SHARED
VALUES
STRATEGY
STRUCTURE
STYLE
SYSTEMS
Seven S Model of Implementation
Seven S Model1. Strategy – Plan or course of action leading to the allocation of firm’s resources to reach identified goals.
2. Structure – The ways people and tasks relate to each other. The basic grouping of reporting relationships and activities. The way separate entities of an organization are linked.
3. Shared Values – The significant meanings or guiding concepts that give purpose and meaning to the organization.
4. Systems – Formal processes and procedures, including management control systems, performance measurement and reward systems, and planning and budgeting systems, and the ways people relate to them.
5. Skills – Organizational competencies, including the abilities of individuals as well as management practices, technological abilities, and other capabilities that reside in the organization.
6. Style – The leadership style of management and the overall operating style of the organization. A reflection of the norms people act upon and how they work and interact with each other, vendors, and customers.
7. Staff – Recruitment, selection, development, socialization, and advancement of people in the organization.
Table des matières
1. Vision globale de l’entreprise
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
113
• Comment?• Quoi?• Qui?• Combien?• Où?• Quand?• Pourquoi?
tttt
PLAN D’ACTIONS
Plan d’actions
115
116
116
117
Table des matières1. Vision globale de l’entreprise
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?)
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets
And now …Project management
Project management:
1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
La gestion de projets…
123
DEUX ELEMENTS CLES
126
http://www.slideshare.net/trib
The questions one MUST ask before starting any project
127
WhyWhatHow
WhenWho
Source: Craig Brown www.betterproject.net
WhyWhatHow
WhenWho
Why is this project happening?
Why now?
Why us?
Source: Craig Brown www.betterproject.net
WhyWhatHow
WhenWho
What solution needs to be put in place to achieve the
goals?
What work needs to happen to build the solution?
Source: Craig Brown www.betterproject.net
WhyWhatHow
WhenWho
How do we get this solution in place?
How do we know when we’re done?
Source: Craig Brown www.betterproject.net
WhyWhatHow
WhenWho
When do work activities happen?
What do we need to do first?
What’s last?
Source: Craig Brown www.betterproject.net
WhyWhatHow
WhenWho
Who do we need to deliver this project successfully? ?
Source: Craig Brown www.betterproject.net
And what will it cost?
$
135
Source: Getting Real About Enterprise 2.00 200 Picture credit: www.cs4fn.orgOscar Berg & Henrik Gustafsson, Acando
Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
The golden rule !!!
• The triple constraint • Also known as the IRON TRIANGLE• IT MUST BE DEFINED BEFOREHAND !
Time
Scope Cost
Quality
The Quadruple Constraint
• Warning: Quality has many definitions
Time
Scope Cost
Figure 1.1 Triple Constraint of Project Management(Schwalbe, 2006, p8)
Project management body of knowledge9 Knowledge areas
4 from the triangle + 4 support + integration
IntegrationManagement
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
S SpecificM MeasurableA AchievableR RelevantT Time-bound
OBJECTIVES MUST BE SMART !
Letter Major Term Minor Terms
S Specific Significant[3], Stretching[3], Simple
M Measurable Meaningful[3], Motivational[3], Manageable
A Achievable Agreed, Attainable[6], Assignable[2], Appropriate, Actionable, Action-oriented[3]
R Relevant Realistic[2], Results/Results-focused/Results-oriented[6], Resourced[7], Rewarding[3]
T Time-boundTime framed[2], Timed, Time-based, Timeboxed, 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)
EVEN SMARTER…
Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
http://flickr.com/photos/xabier-martinez/225627841/
The planning …
Are you sure it’s needed?
Source: Craig Brown www.betterproject.net
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
Makes you think ahead
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
Makes you think ahead
Helps you work out who you need to hire
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
Makes you think ahead
Helps you work out who you need to hire
Works out the timeline and budget
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
Makes you think ahead
Helps you work out who you need to hire
Helps manage expectations
Works out the timeline and budget
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
Makes you think ahead
Helps you work out who you need to hire
Helps manage expectations
Works out the timeline and budget
Helps understand the effects of changes
http://flickr.com/photos/xabier-martinez/225627841/
The PlanThe PlanThe PlanThe PlanThe PlanThe PlanThe Plan
Changes once you start
Guides you activities
Makes you think ahead
Helps you work out who you need to hire
Helps manage expectations
Don’t forget the retroplanning
Works out the timeline and budget
Helps understand the effects of changes
Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
IntegrationManagement
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
What if it’s not Integrated?
IntegrationManagement
Time Management Cost
Management
Scope Management
Quality Management HR Management
Risk Management
Communication Management
Procurement Management
Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
• Which ones are most important for projects?
Technical skills People Skills
Budgeting, Scheduling, Documenting
Leading, Motivating, Listening, Empathising
Source: Craig Brown www.betterproject.net
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 (Horodyski, 1995).
• Team-building• is high interaction among group members to increase trust and openness
• Project Team Size
• Performance is based on balance of members carrying out roles and meeting social and emotional 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 group
2. Individuals get less satisfaction from their involvement in the team
3. People end up with less commitment to the team goals
4. It requires more centralized decision making
5. There is lesser feeling as being part of team
Source: Craig Brown www.betterproject.net
• You can’t accelerate a nine-month pregnancy by hiring nine pregnant women for a month.
• Likewise, says University of North Carolina computer scientist Fred Brooks, you can’t always speed up an overdue software project by adding more programmers;
• Beyond a certain point, doing so increases delays.
Assigning more programmers to a project running behind schedule will make it even later, due to the time required for the new programmers to learn about the project, as well as the increased communication overhead.
- Fred Brooks
Fred BrooksThe Mythical Man-Month
Group Intercommunication Formula
n(n − 1) / 2
Examples
Source: Craig Brown www.betterproject.net
Fred BrooksThe Mythical Man-Month
Group Intercommunication Formula
n(n − 1) / 2
Examples
5 developers -> 5(5 − 1) / 2 = 10 channels of communication
Source: Craig Brown www.betterproject.net
Fred BrooksThe Mythical Man-Month
Group Intercommunication Formula
n(n − 1) / 2
Examples
5 developers -> 5(5 − 1) / 2 = 10 channels of communication
10 developers -> 10(10 − 1) / 2 = 45 channels of communication
Source: Craig Brown www.betterproject.net
Fred BrooksThe Mythical Man-Month
Group Intercommunication Formula
n(n − 1) / 2
Examples
5 developers -> 5(5 − 1) / 2 = 10 channels of communication
10 developers -> 10(10 − 1) / 2 = 45 channels of communication
50 developers -> 50(50 − 1) / 2 = 1225 channels of communication
Source: Craig Brown www.betterproject.net
Project implies change !
And as such
Resistance to change,
even within
the project team !
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Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
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 concerned with other obligations and how their
involvement will contribute to their personal goals and aspirations
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.
Functional managers depending upon how the project is organised can play minor or major role toward the project
success, for example providing technical input etc.
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
Project sponsors champion of the project and use their influence to gain approval of the project. Their
reputation is tied to the success of the project
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
Administrative groups such as human resources, information systems, purchasing agents, maintenance etc. provide
valuable support service.
Government agencies place constrains on project work. Permits need to be secured
Contractors may do the actual work with team members
Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
Assumptions
1. the traditional adversarial relationship between the owner and contractor is ineffective and self-defeating
2. that both parties share common goals and will mutually benefit
Types of Contracts
Types of Contracts
Fixed Price Cost Plus
Types of Contracts
Fixed Price Cost Plus
AKALump Sum
AKATime and Materials
Types of Contracts
Fixed Price
The contractor lowest bid agrees to perform all work specified in the contract at a fixed price.
Disadvantages • 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
Cost Plus
Contractor is reimbursed for all direct allowable costs (materials, labor, travel) plus prior-negotiated fee (set as a percentage of the total costs) to cover overhead and profit.
Risk to client is in relying on the contractor’s best efforts to contain costs
Controls on contractors• performance and
schedule incentives• costs-sharing clauses
Project management:1. Preliminary facts & questions2. The Golden rule (& triangle)3. The objectives4. The planning5. The context of the company6. The team7. The stakeholders8. Contractual relations9. Conflicts
It’s not as easy as it sounds
Source: Craig Brown www.betterproject.net
Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Source: Craig Brown www.betterproject.net
Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Goal alignment?
Source: Craig Brown www.betterproject.net
Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise risk
Source: Craig Brown www.betterproject.net
Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise risk
Conflict!
The sub contractor wants to use existing systems and processes, which
may help the P.O.’s ability to manage costs, but might restrict it’s ability to
generate goodwill through lack of flexibility.
Source: Craig Brown www.betterproject.net
Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise risk
Conflict!
The P.O. wants to manage it’s delivery to be on time and on target.
This helps the client minimise risk, but decreases flexibility. New customer
requirements will be harder to implement.
Source: Craig Brown www.betterproject.net
Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Consider this scenario
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise risk
Conflict!
The client organisation wants to maximise customer satisfaction, which may lead to trying
to include all possible client requirements.This will probably make the solution too
complex for most customers who want a cheap and convenient solution.
Sub Contractor
End CustomerPerforming organisation
Client organisatio
n
Collaborating isn’t always easy.
Maximise revenue, minimise
costs
Cheap and convenient
Reliable margin, on time and budget, generate more work
customer satisfaction & minimise risk
Conflict!Conflict!
Conflict!
Source: Craig Brown www.betterproject.net
Project management:
Conclusions
La gestion de projet est une démarche visant à structurer, assurer et optimiser le bon déroulement d'un 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 risques 4. atteindre le niveau de qualité souhaité 5. faire intervenir et coordonner plusieur intervenants 6. Être géré par un comité de pilotage et/ou un chef de projet
Gestion de projets
Gestion de projets
Phase « 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 constaté précédemment.
Figure 1.1 Project Life Cycle (Gray & Larson, 2006, p6)
NEVER FORGET THAT PROJECT MANAGEMENT IS A BALANCE BETWEEN
SCOPE
TIME COST
QUALITY
UN PROJET N’EST PAS UNE FIN EN SOI…
QUESTIONS ?