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LA BOÎTE
À OUTILS
MAES
DEBOIS
http://www.coursgeniemecanique.com/
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© Dunod, Paris, 2013
ISBN 978-2-10-070350-0
ScrumAlliance et PRINCE2 sont des marques déposées.
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projet comportent parfois 10 à 12 phases dans le cas de projets longs et complexes.
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The project lifecycle is defined by the organization covering the project. It facilitates the initial preparation by defining the different project
phases by default.
It materializes the progressive elaboration of
the product or service during the course of its
production. It structures the key appointments
between the project owner and the project
team.
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Le cycle de vie
rythme la planification du projet
en définissant les
phases, les grands
livrables attendus
et les points
de validation.
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The project charter constitutes the blue print
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the project and describes the structuring data.
Focused on the needs and the stakes, it is used
in the decision making to assure the ongoing
alignment of the project.
Synthetic, it defines the initial brainstorming
framework which will lead to a more detailed
document: the scope statement of the project.
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Dans le registre
de l’état civil
des projets
de l’entreprise,
la fiche projet
est le certificat
de naissance.
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Insight
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The scope statement constitutes an agreement
between the team realizing the project steered
by the project manager and the project owner.
The project owner can be a person within
the organization or a customer outside the
company, with whom a commercial relationship
has been established.
In the latter case, the scope statement represents the first document joined in appendix to
the commercial contract signed between the
customer and the supplier.
It gives the project manager the framework of
its actions throughout the execution.
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© Dunod – Toute reproduction non autorisée est un délit.
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Insight
CX c\kki\ [\ d`jj`fe \jk le [fZld\ek i„[`^„
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The mission letter is a document compiled
within the organization by the project owner, to
guarantee the nomination of the project manager and to inform the other team members.
It protects the legitimacy of the project manager and gives him the power to operate within
the permanent structure of the organization.
Ç(/Ç
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Donner et renforcer la légitimité
du chef de projet
est un incontournable de la réussite
des projets.
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Les exemples de charge donnés dans ce tableau concernent le projet d’ouverture d’un nouveau
centre de formation qui a duré un an, pour un budget total de 1,3 m€%
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Insight
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The project manager is often ambidextrous: he
is an expert on a topic and pilots the project at
the same time. Therefore, he must anticipate,
as soon as the project starts, the workload he
will devote to project management.
This will be the best way for him to seek
arbitration or delegate tasks... rather than
“racing against time”!
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,
Pour ne pas
faire « passer
à la trappe »
les activités
de gestion
de projet,
le chef de projet
en fait une estimation et les intègre
dans son temps
de travail !
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Organisation
et pilotage du projet
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Management
de l’équipe
projet
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les parties
prenantes
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Leadership
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Beyond the technical skills required to
deliver the project, relational and behavioral
competency is required to obtain the best
results from the teams involved:
■ ability to interact with others in cross-functional
processes within diverse companies, international cultures and a complete understanding
of its responsibilities;
■ the self-confidence to carry out impartial
assessments, to resolve conflicts without bias
and appear trustworthy.
Ç))Ç
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le commanditaire
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et de mort sur
CX [\jZi`gk`fe [\j Zfdg„k\eZ\j [l Z_\] [\ le projet. Seuls
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gi\d`\ic`\l#c\Z_\][\gifa\k[f`k$`cdXŠki`j\i survivront.
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The milestone is a significant event positioned
in the project schedule. It is associated with an
internal validation of the project or an approval
by a project owner.
The milestone defines intermediate objectives of the project and sets up a “no-return”
procedure: The decisions made with the
milestone are irreversible and allow for the
refining of the remaining project.
It is generally when the milestone is reached
that the decision to stop the project is made.
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The Kano diagram (developed in 1984) is a
tool to measure the effect generated by the
presence or absence of a particular feature in a
product or service on satisfaction (and dissatisfaction) of the client.
It is based on the fact that some implicit
customer needs should absolutely be met,
or may otherwise generate dissatisfaction,
regardless of the features provided elsewhere
in the project.
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Noriaki Kano
(expert qualité
mondialement
reconnu, qui
a reçu en 1997
le prix Deming)
décela très vite
la dimension
individuelle
et émotionnelle
de la satisfaction.
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The project owner gives the orders for the
project.
The project manager must grant him detailed
attention on 4 fronts:
■ establishment and maintenance of a close
working relationship, which can go as far as the
co production on the project and possess the
most precise knowledge possible of the person;
■ utilization of executive power to save time
and energy;
■ involvement in the validation acts;
■ communication with the project owner and
the organization, to ensure the convergence of
the work towards the actual objective of the
organization and validate the project owner.
Having the project owner as an ally should be a
constant objective of the project manager.
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On ne choisit pas
son commanditaire,
c’est lui qui choisit
le chef de projet !
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The project always starts with an idea that
may offer potential value to the organization.
The Business Case is one of the themes of
PRINCE2™ (PRINCE2™ is a trademark of
the Cabinet Office, 2009). It contains all the
information necessary to assess whether the
project is (and remains) desirable, viable and
achievable, and inform stakeholders about their
investment.
Ç*)Ç
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Un des principes
clés de PRINCE2™
est la justification
continue du projet
pour l’entreprise.
Le cas d’affaire
contribue à cela.
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As soon as the project is approved and considered
a priority by the company, the project manager
is sometimes asked to estimate profitability.
It may be easy to estimate global investment
to implement for the project, but estimating
future operating revenues may be much more
complicated! Nevertheless, the project manager needs these elements, often accompanied
by their calculation assumptions, in order to
calculate three key profitability indicators: net
values, the payback, and TRI.
Ç*+Ç
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« À parler franc,
on doit avouer que,
pour estimer dix
ans, ou même cinq
ans à l’avance,
le rendement
d’un chemin de fer
[…], les données
dont on dispose
se réduisent à
bien peu de chose,
sinon à rien »,
John Maynard
Keynes.
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The project plan is a document which groups
together all the necessary information for the
management of the project. It contains both the
“what” and “how” of the project. It holds the
original references from which all calculations
of variations will be determined during the
execution of the project.
It is available to every team member on the
project. It enables the regrouping of all the
essential information for the management of
the project.
Ç*/Ç
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« Où se trouve
le planning
de référence
du projet ? »
demande
le commanditaire.
« Mais dans
le plan de management de projet »,
répond le chef
de projet.
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<ei„jld„
Insight
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j`k`feXiYfi\jZ\ek\[\cË\ej\dYc\[\jkiXmXlo
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d\ekXgg\c„j½cfkj[\kiXmXlo¾%C\li[„efd`$
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lj
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e„Z\jjX`i\ \k efidXc\d\ek jl]ÔjXek\ gfli
fYk\e`ic\i„jlckXkjfl_X`k„[lgifa\k%
The work breakdown structure is the breakdown of all the tasks to be completed within
the project. The lower levels of the diagram
are generally called the “work packages”. Their
designation is a clear definition of the expected
deliverables.
The work breakdown structure is the only
mandatory tool in project management.
The completion of all the described tasks is
necessary and usually sufficient to obtain the
expected project results.
Ç+'Ç
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FLK@C
(*
« Comment
éviter les trous
dans la raquette ? »
En ordonnant
les tâches au sein
d’un organigramme
des tâches.
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cË\eki\gi`j\ 2
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kiXmXlo hl` j\ [„iflc\ek jli [\j j`k\j [`]$
]„i\ekj 2
Ç [„ZflgX^\j\cfecXefd\eZcXkli\[lgif[l`k
i„jlckXk[lgifa\kgflii„[l`i\cXZfdgc\o`k„
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\ek
[ËXccfk`jj\d\ek %
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cX]f`j%
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Ç+)Ç
FLK@C
(*
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X^\
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Insight
CËfi^Xe`^iXdd\ [\j i\jj fliZ\j [„Zi`k
cË\ej\dYc\ [\j i\jjfliZ\j lk`c`j„\j \k ^„i„\j
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g\lm\ek Xljj` †ki\ [\j dfp\ej k\Z_e`hl\j fl
fi^Xe`jXk`fee\cje„Z\jjX`i\jjlic\gifa\k%
The resource breakdown structure describes all
the resources used and managed in the project.
It organizes them in the form of a treelike chart,
while grouping them together by category and
by type, even by sub-category.
The managed resources can be human resources
which are subsequently evaluated for their
technical expertise. The resources can also be
technical capabilities or organizational skills
necessary for the project.
Ç++Ç
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dfp\ej[`jgfe`Yc\j%
D„k_f[fcf^`\\kZfej\`cj
« Pendant le second
œuvre, il me faudra
3 électriciens
et 5 peintres
en parallèle sur
le chantier ».
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The responsibility assignment matrix lists
and characterizes the persons involved in the
planned tasks of the project.
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structure.
The decision to assign a team member as
a contributor on a work package must be
validated by the hierarchical persons in charge.
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La matrice de
responsabilité
décrit les natures
de contribution
attendues
des différents
contributeurs
impliqués sur tous
les lots de travaux.
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Some projects mobilize a large number of
stakeholders, and can generate working meetings where there are so many experts that
each one of them has very short time to express
his point of view.
Organizing in circles consists in splitting project contributors in two groups: the ones who
constitute the core of the project and will meet
in ritual progress meetings, and the ones who
will take part in the project at one specific
moment.
This is a way to mobilize a strong core of players
who are going to undertake the project with the
project manager.
Ç+/Ç
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Faire contribuer
beaucoup
de personnes
dans le projet
en s’appuyant
sur quelques-uns.
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Once the core competencies needed to build
up the project have been identified, the project
manager must gather around him the members
of his future team.
In order to do this, the project manager must
meet with the managers of these future
members and apply key diplomacy rules to
make sure that he will get the best talents for
his project.
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Le manager
de la ressource
se sent d’autant
plus impliqué dans
le projet qu’on
l’a sollicité
en amont.
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The project manager cannot do everything
alone. That is why he will delegate some tasks
to project team members. Delegating consists
in assigning a task to an employee:
■ Giving him/her autonomy in the selection and
implementation of methods and means to
achieve a defined objective,
■ By helping solving problems through counseling and information (but avoiding to
replace him for the job),
■ By periodically reviewing the objectives,
having previously defined the modalities and
frequency of reporting.
Ç,)Ç
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Une délégation
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le délégataire
en retire une
satisfaction
personnelle.
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The task sheet is elaborated by both the
project manager and the person in charge of
the concerned task.
In the case of using a matrix organization, room
is left for the project manager, the person in
charge of the task and his superior to validate
by signature.
It constitutes a reference of execution between
the project manager and his project team.
Ç,+Ç
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Quand vous avez
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élaborez avec lui
sa fiche de tâche.
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The kickoff meeting is a crucial meeting for the
success of the project. It builds the project team
and aligns everyone with the project goals.
The key subjects to address simultaneously
during the meeting are the technical, organizational and human factors of the project
management.
The major concern of the project manager
during this meeting is to create and cultivate
the notion that all its members are part of the
team.
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La réunion
de lancement donne
vie à l’équipe
projet et aux
parties intéressées
par le projet.
C’est le premier
signal fort donné
à l’ensemble
de l’équipe projet.
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Insight
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To avoid straining the different levels of the
organization when a gap appears between
what was planned and what is done, it is useful
to define the thresholds that, once crossed,
require the use of delegated authority.
These thresholds define the tolerances.
This clearly defines accountability of each level:
sponsor, steering committee, project manager
and responsible for the work package.
This concept is particularly developed in the
PRINCE2TM method.
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vaccinent contre
la pathologie du
micro-management.
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Insight
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The products flowchart is a PRINCE2 ™ tool
(PRINCE2 ™ is a trademark of the Cabinet
Office, 2009), which defines the order in which
the products of the project will be developed,
and the dependencies between them.
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Le diagramme
de flux des produits
peut également
être appelé DFP.
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The predecessor activity table lists all project
activities.
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soon as the preceding activity is completed.
The initiated links are qualified and associated
with positive or negative shifts.
The elaboration of this table is the first step in
scheduling.
Ç-+Ç
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Le tableau des
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The activity sequence diagram is the key tool for
establishing the project dates. It determines the
early and late dates possible for the completion
of the activities. By doing so, it avoids contrary
effects in operating retro-planning.
With a larger flexibility of graphic representation,
it is often confused with the Gantt diagram.
It allows the calculation of the critical path of
the project and the free and total float of each
activity.
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Ce schéma est
le cadre de référence
du calcul des dates
de réalisation
des activités
du projet. Il supporte
les méthodes
de calcul de date
appliquées dans
les logiciels courants
de planification.
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The time-time chart is a synthetic means of
posting the state of the projects deadlines. It
can be elaborated during the progress meeting,
with the entire project team. It visually solidifies the collective decisions and commitments
of everyone in relation to the deadlines.
It is applicable for a single project as well as
multiple projects: the planned closing date for
each project is posted. Particular focus is then
given to the overdue projects.
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Le diagramme
temps-temps,
appelé aussi
courbe à 45°,
affiche l’évolution
des délais prévus
sur une courbe,
de la même façon
que l’on affiche
classiquement
l’évolution
des coûts.
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The estimation methods are applied throughout the course of the project, firstly on the
overall project level, and then more and more
finely defined on specific contents. The analog
method aims at identifying a comparable basis
among past projects, and use new scope and
economic conditions regarding the new project
to formulate an estimate.
The bottom-up method provides the summation
of all estimates, regardless of their origin, to
determine the overall project budget.
Each estimate is produced with the estimation
file.
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after stage.
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d’où l’on part (le
budget) et comment
les dépenses sont
en train de se faire
(les tableaux de pilotage de la charge
et des achats).
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The project provision is a financial amount
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for risks, which are then managed globally in
the project. Identified risks and uncertainties
also have implications on planning and require
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Provision is managed transparently or hidden,
depending on the culture of the company and
the business environment in which the project
takes place. It is rare that a project sold to an
external client announces its true amount of
provision.
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Insight
E\ gXj i\gXik`i [\ cX ]\l`cc\ YcXeZ_\ Le\
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A check-list of risks is a document prepared by
the company, used by all relevant projects and
updated through feedback from projects that
have used it.
The risks which are included inside this checklist must be carefully drafted. This enables the
check-list to become a repository of relevant
risks that contribute to the establishment of a
risk culture within the project.
Ç/-Ç
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© Dunod – Toute reproduction non autorisée est un délit.
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On utilise la checklist pour gagner
en pertinence
dans l’identification
des risques.
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C\ i\^`jki\ [\j i`jhl\j g\id\k [ËX^i„^\i \e
le [fZld\ek le`hl\ cX kfkXc`k„ [\j i`jhl\j
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The risk register aggregates into a single document all of the risks identified for the project.
It also facilitates the sharing of risks from a
projects portfolio within the company.
It includes essential descriptive data on each
risk, and is updated as and when the project
progresses.
A risk register may contain risks with different
maturities: some risks may have been identified
since the beginning of the project, and have
already been subject to reduction actions. The
most recently identified risks may not have
been processed yet.
Ç//Ç
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© Dunod – Toute reproduction non autorisée est un délit.
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Un risque a-t-il été
identifié ? Allez
voir le registre
des risques !
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Insight
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le\ Xkk\ek `fe gXik`Zlc` i\# \k c\j X]]\Zk\ ~ le
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Risk form describes the risks which require a
specific attention, and assigns them to someone
in charge of managing them. It records the
characteristics of one risk, since its identification, and throughout its evolution in the
project until its death.
Ç0'Ç
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Seuls les risques
ayant une probabilité ou une gravité
supérieure à
un seuil défini
sont décrits
dans une fiche
de risque.
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Some projects involve many actors and services, and it is recommended to establish a
communication plan early in the project to
allow everyone to access to the information
they need.
This communication plan includes:
■ the identification of recipients of information;
■ a description of the information to be disseminated (progress reports, data, schedule,
technical documentation, ...);
■ the methods used to distribute various types
of information;
■ the frequency or dates that specify when each
type of information is transmitted.
Ç0)Ç
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« La communication
requiert 25 %
du temps
du dirigeant »,
Chester Barnard.
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Contrat signé
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Définition puis validation
des prestations attendues
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d’avancement
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Pas de directive
ni de nouvelles contraintes
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<ei„jld„
Insight
CX i„Xc`jXk`fe [Ële gifa\k e„Z\jj`k\ i„^lc` i\$
d\ek c\ i\Zflij ~ [\j ]flie`jj\lij% ) gf`ekj
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elj%:Ë\jkc\i`jhl\[Ë`dd`ok`fe%
The implementation of a project requires the
regular use of suppliers. 2 points of attention
must be brought under control:
■In the case of purchase of services out of interim agreement, subordination must remain
between the provider and the company that
employs him. This prevents the illegal subcontracting.
■In the case of a contract with an obligation
of result, the project team will make sure not
to add requirements or constraints during
the project without further adaptation of the
contract, to avoid the supplier to justify from
not achieving the objectives. This is the risk
of interference.
Ç0+Ç
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les projets. Leurs
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met by the relevant purchase.
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table is completed with assessments on each
criterion. This allows to produce ratings which
are aggregated by supplier. The result is a
ranking of the suppliers, the first of which are
selected for the final stages of negotiation.
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by the project manager at consistent intervals
throughout the project. It builds a progress
status chart, formalizes the principal events
and introduces the forecast at completion of
the project.
It constitutes the keystone of the project
experience formalization by allowing for data
storage throughout the project.
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The deliverables table presents an integrated
vision of the deliverables state in a project
phase. It assures the description of the validation methods, follows the projected and actual
production dates and in the case of multiple
deliverables, the merging of document versions.
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helps in the everyday monitoring of the work
progress. Visible to the entire team, it gives a
complete vision of the work progression, the
time delays and advances. It allows every team
member to anticipate its own activities and the
consequences of a delivery date variation.
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Le tableau de
maîtrise des
livrables contribue
à la maîtrise
du contenu
en regroupant
l’ensemble
des informations
sur la production
des livrables
du projet.
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The assumptions table allows for a tracking of all
the assumptions that were identified during the
project planning activities. These assumptions
are the project manager’s decisions which help
build the project plan and elaborate the architecture of the solution to implement.
These assumptions will be re-examined during
the execution of the project if proven problematic. Other assumptions will then be introduced and noted in the table.
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Le tableau des
hypothèses prises
permet de garder
la trace des choix
du chef de projet
qui relèvent d’hypothèses, donc qui
peuvent être
remises en cause
par la suite.
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The Gantt diagram with progress status is
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breakdown structure, it establishes a complete
view of the timetable.
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communicate towards the decision-making
level of the organization.
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advances in the program.
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The physical progress is a ratio between two
physical values, evaluated by percentage.
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the most undisputable manner. Scalable, it can
be evaluated by aggregation at the level of task
groups, as well as at the level of the project.
The physical progress is the central point of the
project control because it allows a comparison
between the project’s plan and achievements.
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L’avancement
physique est
un indicateur
de pilotage
du projet, utilisé
dans l’ensemble
des outils assurant
la maîtrise des
coûts et des délais
du projet.
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--
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The earned value is a key indicator used to
analyze the project’s performance.
It is equal to the reference budget’s estimated
value for the actual work achieved to date. It
determines the health state of the project and
gives orientation to new project planning.
It separates the performance analysis of time
and costs.
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La valeur acquise
est un indicateur
de pilotage qui
permet de faire les
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et sur les coûts.
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The IPC (CPI : Cost Performance Index) and
IPD (SPI : Schedule Performance Index)
indicators are project performance indicators.
These are values without unit, ranging between
0 and infinity. The normal value is 1. Above 1,
there is over-performance. Below 1, there is
counter-performance. They give a separate
performance viewpoint of the costs and time
on the project.
The usage of these indicators only has meaning
for earned values superior to 15 % and inferior
to 90 % of the initial budget. Outside of these
values, no conclusion can be drawn.
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The project control chart presents, in a principally graphical manner with a short number of
pages, the key indicators of the project.
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the project: real values in comparison with the
planned values and tendencies.
It shows the principal events of the past period
according to the project manager and the
project team.
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their decision making.
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Le tableau de bord
du projet est un
document de
synthèse, graphique
et visuel, présentant
l’état de santé
du projet, sous
ses dimensions
performance, coûts,
délais et risques.
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succession of activities and decisions to make
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scope.
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process:
■ change requester,
■ project team members studying the changes,
■ project owner.
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Le processus
de maîtrise
des modifications
décrit les
activités
à réaliser,
les documents
à produire
et les décisions
à prendre
pour maîtriser
les modifications
du projet.
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The change request allows all stakeholders to
formalize the changes they wish to see taken
into account by the project.
Its structure invites the requesters to propose
economical evaluations of the treatment of
the request and of the request itself. It creates
awareness of the economical impact of the
request.
Once the request is completed, it enters into
the change control process.
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The table of workload control applies to projects
for which one of the problems is managing the
workload of team members. It sets an initial
standard, starting from the initial project budget and evolves as the project progresses. The
mesh size of the table is at the task level and
actor mobilized to perform this task. If a task is
performed by two actors, this table needs two
rows.
Each table row starts being managed from the
beginning of realization of the task concerned
and each line goes out as soon as the task is
completed, i. e., when the result was validated
by the authorized person.
Ç()-Ç
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Au-delà du
recensement des
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ce tableau doit
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prévoir combien
d’heures vont être
dépensées au total
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The table of purchasing control applies to
projects for which the purchased part of the
budget is important. It can monitor all purchases
to be made. The purchased total is re-estimated
at regular intervals, and accumulated over the
entire project, in order to identify differences
with initials estimates.
This table provides the link with the purchasing
department. The project manager verifies that
the company purchase process is applied, with
the necessary adaptations for his project.
Ç()/Ç
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Faire procéder
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The Risk Action Form lists the specific actions
that will be undertaken to address the risks
identified. It is developed by the risk responsible,
with the approval of the project manager to
obtain related resources.
Agreed actions are included in the WBS, schedule
and budget of the project. The progress of these
actions is controlled. The results produced are
shown in this form. It is then possible to decide
to continue or stop action.
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La fiche action
risque insère
la gestion des risques dans les outils
traditionnels
de la gestion
de projet.
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The risk matrix provides a graphical view of
the risk situation in the project. It highlights the
efforts made by the project team to identify
and assess risks. Successive versions trace the
evolution of the risk exposure of the project.
Wide communication of risk matrix develops
risk culture within the project and the company.
It provokes reactions from other actors in the
company, that enriches the risk approach on
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The motivation of each team member cannot
be imposed, it is built. Through his famous pyramid, Abraham Maslow expressed that human
needs are dynamically fluid–with many of these
needs present in a person simultaneously.
Transposed to the world of projects, these five
levels of needs give concrete ways to the project manager to implement motivation for his
team.
Ç(*-Ç
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E=M×C×O–
L’efficacité d’un
collaborateur sur
un projet est le produit de sa
Motivation par
sa Compétence
et son Organisation
personnelle.
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Can the project manager manage his team
by systematically imposing his decisions and
guidelines ? It seems risky! But in the same
way, he cannot manage the team on the long
run relying only on participative approaches.
The art of project manager is therefore to
oscillate between 4 management styles (coach,
participative, directive and delegative), chosing
the more accurate in order to manage situations encountered in the project.
Ç(*/Ç
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qui sait trouver les
talents pour faire
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sait aussi refréner
son envie de s’en
mêler pendant
qu’ils les font. »,
Théodore
Roosevelt.
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Insight
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Disagreements are inherent in the project,
due to its innovative and multidisciplinary
characteristics.
The project manager plays a major role in the
resolution of these disagreements:
■ in detecting them as soon as possible;
■ in choosing the method of resolution best
suited to the situation: cooperation, negotiation, removal, temporary postponement or
arbitration.
The challenge for the project is not the
disagreement as such, but the way it is treated
to prevent it to turn into people conflicts.
Ç(+'Ç
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« Si tout va mal,
c’est parce que
les gens se parlent.
Si les gens ne se
parlaient pas…
ils ne se rendraient
pas compte de
leurs désaccords ! »,
Philippe Geluck,
humoriste.
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Insight
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Negotiation is one of the ways of resolving a
disagreement.
It is based on the confrontation of points of
view, the identification of areas of convergence,
and creative solutions.
It proves to be highly effective when applied
methodically and with respect for others.
Ç(+)Ç
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,+
« Ne négocions
jamais avec nos
peurs. Mais n’ayons
jamais peur
de négocier »,
J. F. Kennedy.
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Insight
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The status meeting is a functional ritual of the
project team. It brings together the members
of the team involved in the current tasks of the
project, as well as those who will be involved in
the future.
It creates and maintains the team spirit.
It synchronizes the team members on the
rhythm of the project. It creates necessary
solidarities to cross-functional organization
generated by project management.
Ç(++Ç
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The steering committee is a decision making
group in the center of the project’s structure.
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decisive process. It meets regularly to validate
the deliverables and decide on all the points
outside the ruling of the project manager (overspending of expenditures, notable modification
of content, schedule and cost).
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Any project will be confronted with hard spots
that can endanger it. The problem solving meeting allows to solve them by mobilizing some
key stakeholders around three key moments:
■ the framing, analysis and reformulation of the
problem;
■ the search for a lot of ideas that can respond
to it;
■ the definition of the final solutions and the
planning of their implementation.
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« Il faut toujours
avoir deux idées :
l’une pour tuer
l’autre », Georges
Braque.
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Insight
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In more and more projects, the team is working
remotely, with less synchronous physical
contact between its members.
These 10 rules enable the project manager to:
■ prepare upstream conditions for successful
remote management;
■ facilitate the everyday relationship between
the project manager and his teammates.
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« La distance
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Arthur C. Clarke.
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Stratégiques
Influence/
Position
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Every project has an impact on key players in
the organization or requires their contribution.
The Power/Influence Matrix allows, from the
start of the project, to define a strategy of
action and coalition based on the influence
of these actors and their position towards the
project.
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The project is to provide deliverables, but
also to accompany people who are affected
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Change management will rely on four key drivers:
■ deliver information regularly;
■ communicate with the people impacted by the
project, facilitate the expression of feelings;
■ train on new practices, methods and tools;
■ enable people to participate in the project;
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The closing report contains detailed key information of the project. As a final document, it
summarizes the project owner’s level of satisfaction. It analyzes the result of the project as
well as the process by which this result was
obtained. Its finality is twofold:
■ to assure that closing activities are carried
out correctly;
■ to ease the transfer of the lessons learned
to the other project managers and the
organization.
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Le rapport de
clôture de projet
est le document
de synthèse
du projet décrivant
l’évaluation de
la satisfaction
du donneur d’ordre
et l’analyse a
D„k_f[fcf^`\\kZfej\`cj
U C\ gcXe [l iXggfik [\ Zckli\ [\ gifa\k \jk gfjk\i`fi` du projet.
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I„jld„
Insight
CX c`jk\ [\ Zfekic\ [\ Zckli\ [\ gifa\k
Z_\Zb$c`jk ]flie`kle\c`jk\„k\e[l\[\ji„jlc$
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The closing check-list gives an extensive list
of the results to obtain, in addition to the key
deliverables of the project, to complete the
closure of the project.
It allows the steering of the project closure as a
project in itself, even though this phase is often
achieved in a superficial manner.
Ç(-)Ç
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La liste de contrôle
k„\%
de clôture de projet
D„k_f[fcf^`\\kZfej\`cj
donne la liste
U @c \o`jk\ le\ dXi^\ [\ dXeÅlmi\ [Xej cX des résultats
j„c\Zk`fe [\j ZfdgfjXekj [\ Z\kk\ c`jk\% C\ permettant
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et les activités
†ki\X`j„d\ekXcc„^„%
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`eZfekflieXYc\gflic\Z_\][\gifa\k%<cc\j\i$ de projet.
m`iX[\YXj\~cX[„Ôe`k`fe[lgcXe[\gif^i j
[lZ_\][\gifa\k%
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Z`„\Xl[„iflc\d\ek[\cXi„le`fe[\Zck li\1
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c\jd\dYi\j[\c˄hl`g\gifa\k I„jld„
Insight
CX i„le`fe [\ Zckli\ `ek\im`\ek Xcfij hl\ cX
kfkXc`k„ [\j kiXmXlo [l gifa\k \jk k\id`e„\%
D\e„\gXic\Z_\][\gifa\k#\cc\[fee\cËfZZX$
j`fe[\k`i\ic\jc\ƒfej[\cË\og„i `\eZ\[lgif$
a\k\k[\]X`i\„mfcl\ic\jYfee\jgiXk`hl\j[\
cËfi^Xe`jXk`fe% <cc\ d\k le k\id\ ~ cËXm\ek li\
_ldX`e\hlËXgl†ki\c\gifa\kgflijfe„hl`g\#
jXejgfliXlkXek[„kil`i\cË`ek\cc`^\eZ\Zfcc\Z$
k`m\Zi„„\cfij[lgifa\k%
The closeout meeting takes place when all of
the project tasks have been completed.
Lead by the project manager, it is the occasion
to learn from the project experiences and to
refine the best practices of the organization.
It concludes the human experience that was
the project for its team, without destroying
the collective intelligence created during the
project.
Ç(-+Ç
;FJJ@<I- :CFI<C<GIFA <K
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d\k[\1
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U gifgfj\i[\jXd„c`fiXk`fej[Xejc\ji„]„i\e$
k`\cj [\ dXeX^\d\ek [\ gifa\k# \k X`ej` ]X`i\
m`mi\c\gif^i jg\idXe\ek2
U [fee\icËfggfikle`k„Xlod\dYi\j[\c˄hl`g\
gifa\k [\ jË\ogi`d\i jli c\li m„Zl g\ijfe$
e\c[lgifa\k\kjlic\gcX`j`iflc\j[`]ÔZlck„j
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U fi^Xe
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[\ cX i\ZfeeX`jj XeZ\ \k [l gcX`j `i [\ cX ZfccX$
YfiXk`fe# \k X`ej` [fee\i \em`\ [\ [„dXii\i
jlileeflm\Xlgifa\k%
© Dunod – Toute reproduction non autorisée est un délit.
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« C’est parce qu’on se mêle dans tout, tous les jours,
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Mêlée quotidienne
Le propriétaire du
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backlog du
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qu’elle va livrer dans le
backlog du sprint
Sprint de 1 à 4
semaines
L’équipe produit ce
qu’il y a dans le
backlog du
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Le Scrum master s’assure que la méthode est respectée
Ç(--Ç
Produit
potentiellement livrable,
avec un incrément
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The Product Owner is the representative of
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maximize the value of the product developed.
Therefore, this actor is responsible for different
roles and responsibilities:
■ He sets out the Items of the product backlog.
■ He defines the order in which the stories
will be developed. He makes main decisions
concerning the project.
■ He ensures that product backlog is visible and
understood, so that anyone knows what to
work on at any moment.
■ Finally, he validates functionally developments.
Ç(-/Ç
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Le propriétaire
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The Scrum Master is responsible for the
method. He must ensure that it is understood
and well implemented. He is not a project manager or the one who talks with final users.
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which interactions with the outside are useful,
and which are not. He helps maximize the value
produced by the team.
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Beyond a clear definition of roles (product
owner, Scrum master and team), Scrum is an
iterative chain of timeboxes, which will produce
artifacts (tools, software or documents that will
help guide and advance the project).
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Les différentes
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rythment Scrum
sont également
appelées k`d\Yfo\j
(blocs de temps).
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Pile des besoins
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fljlggi`d\i[\j„c„d\ekj[Xejc\ZXie\k%
Scrum uses a functional approach to gather
user requirements. The objective is to establish
a list of features to achieve, called product
backlog.
Each element of the backlog is associated with
three attributes (a description, an estimate
and order of priority), which are defined by the
product owner. He may change the priorities
during the project and even add, edit or delete
items in the backlog.
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« Passe-moi donc
le ZXie\k[l
gif[l`k », un équipier d’un projet
Scrum particulièrement à cheval
sur la francisation.
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A user story (also called “item” in Scrum)
describes a feature that will bring value to a
user or stakeholder in the system or product.
The user story includes:
■a short descriptive title;
■the role that emits the requirement;
■the requirement;
■the gain if the requirement is reached.
The Stories must be written so that the product
owner can understand and prioritize.
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De nouvelles stories
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A release plan is a sequence of sprints ahead
with a vision of the expected content (elements
of product backlog) of these sprints.
Presented in tabular form, a release plan is easy
to understand for customers and users:
■sprints are shown sequentially from left to
right, each with its number, its purpose, and
its velocity planned start and end dates;
■the elements associated with each sprint
backlog are estimated points, differentiated
according to their nature (user story, story or
technical default).
It gives stakeholders a good overview of the
different steps of product that will be developed
over time.
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Planning poker is a fun and effective way to
produce estimates of the complexity of storys
to develop.
It is based on principles from the DELPHI method:
the estimates are pronounced individually, and
without the influence of other people, through
the choice of a card that expresses a perception of the complexity of the story. Then, the
Scrum master converges estimates, through
exchanges, to a single value understood by
everyone, including the product owner.
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Le planning poker
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The sprint planning meeting takes place in two
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regarding information of past sprints and
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iteration. The conclusion of this first step is the
formulation of the sprint goal.
In a second step, the team focuses on how
its members reach the sprint goal. They then
predict what will be done during the sprint
and build an estimate on which the team is
committed. This estimate takes into account
the velocity of the team and may include a provision to absorb unexpected period.
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Every day, a meeting, the daily scrum, allows
developers to make a focal point of current tasks
and difficulties. The meeting lasts 15 minutes.
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takes place at a fixed time. The product owner
is not present.
Taking turns, each member answers 3 questions:
■What did I do yesterday ?
■What should I do today ?
■What are the difficulties ?
Speech turn must be strictly respected to avoid
the scrum to drift to technical discussions that
would go beyond the limit of 15 minutes.
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The purpose of the sprint review is to validate
the software that was produced during the
sprint. The team begins by setting out the
items of the product backlog it has made. It
then performs a demonstration of software. It
is based on the demonstration that the product
manager validates each planned feature.
Afterwards, the team and product owner
suggest accommodation on the product
backlog and the provisional release planning.
It is likely at this time that items are added,
changed or reassessed as a result of what has
been discovered.
Ç(/-Ç
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La revue vise
à « démontrer »
ce qui a été réalisé
pour mieux
préparer la suite
du projet.
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Le burndown chart[\sprint est un graphique
actualisé tous les jours dans le cadre de la
mêlée, montrant la tendance de l’avancement
dans la réalisation des tâches du backlog de
sprint.
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The sprint burndown chart is a graph updated
every day through the scrum meeting, showing
the trend of progress in achieving the tasks of
the sprint backlog.
It shows the team members the utility to report
every day on the state of progress, because
these information are immediately displayed
and accessible to all project stakeholders,
including the product owner! It thus contributes
to energize the team.
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Le Ylie[fne
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© Dunod – Toute reproduction non autorisée est un délit.
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The sprint retrospective aims to improve the
ways of working of the team, capitalizing on the
experience of the last sprint. It therefore passes
through 3 key moments:
■review operating procedures adopted in the
sprint;
■identification and grouping of possible improvements;
■choice of improvements to implement in the
next sprint.
Ç(0'Ç
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Les améliorations
à apporter peuvent
concerner la
définition des rôles,
la façon d’appliquer
les pratiques,
les outils à adapter
ou à utiliser.
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