Chef de projet occasionnel Training

What is a project?

• What a project is and is not.
• When should you go into project mode?
• The goals and restrictions of a project.

Hands-on work
Exchanging experiences and past difficulties.

Defining the scope of your task

• Delimiting your responsibility and contribution: The mission letter.
• The framework document: Identifying requests, goals, and challenges.
• Delimiting the project's scope of action.
• Getting managerial bodies involved so that they can make decisions: Steering committee.

Case study
Creating your mission letter and framework document. Presenting it to the steering committee.

Defining the need.

• Confusing needs and solutions.
• Expressing needs to requesters: The specifications.
• Making decisions within limits of time or cost.
• Pit, pulp, and peel strategy.

Jeu de rôle
Expressing a need, formalizing it, then getting a decision.

Constructing the project's roadmap

• Inventorying tasks, how to limit omissions.
• Getting future stakeholders involved, relying on their expertise.
• Defining levels of responsibilities: The RACI matrix.
• Identifying possible risks: Proposing action plans.
• Constructing schedule and budget scenarios to help decision-makers decide.

Case study
Create two schedule/budget scenarios.

Control the project's progress

• Engage, mobilize, and then mobilize some more!
• Detect deviations and difficulties early enough to react.
• How do you manage the project team when you are not their direct supervisor (matrix mode)?
• Monitoring suppliers.
• Organizing and leading a monitoring meeting with team members: Key performance indicators.
• Crafting and presenting the monitoring dashboard to decision-makers.

Jeu de rôle
What corrective scenarios should take place after a deviation?

Traps to avoid

• A project's main risks: Endogenous and exogenous.
• Ten classic pitfalls to watch out for.
• Best practices: The art of good project management.