Project Management Introduction Course, ESIG GLOBAL SUCCESS

Course Introduction to Project Management

By

Joël Nindjissia POLO

Economist, Econometrician, and Statistician
Consultant in Project Setup, Management, Monitoring, and Evaluation
Email: polonindjissia@[Link]

1
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

Summary

COURSE OBJECTIVES. 3
INTRODUCTION. 4
CHAPTER 1: DEFINITION OF CONCEPTS. 5
CHAPTER 2: THE FRAMEWORK NOTE. 8
CHAPTER 3: PLANNING, PROJECT MANAGEMENT TOOLS. 12

2
 Introduction to Project Management Course, ESIG GLOBAL SUCCESS

COURSE OBJECTIVES

Targeted skill(s)

Marketing, Sales, Commercial Communication

Critical learning
Put in of the market in a simple environment
Evaluate commercial performance using indicators
Resort to techniques suited to the prospecting approach
Develop simple materials (Printed Without Address, posters, sponsorship folders, etc.)

Detailed description

Contribution to the development of the targeted skills:

- Analyze the specifications from the client to understand the project, its
environment and its objectives
- Establish a plan from identified issue and notebook of
charges built, organize group work
Content:

- Definition of the project management steps: framing phase or pre-project with

all preliminary analyses (definition of the framing note)
- Definition of design and planning: constitution of organization you
group work, task division and planning
- Presentation of the different tools of the project manager: mind map, task prioritization,
["responsibility matrix","planning diagram","collaborative work tools"]
meeting organization

3
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

INTRODUCTION

Every economic entity (industrial company, construction company, administration, under-

the contractor, ...) must ensure the technical and economic consistency of the production of the product and/or
service with the contract that binds it to the client. This achievement must lead to customer satisfaction
(see quality concept) by respecting the specifications, deadlines, and costs. For this, it
must perform two types of management: - technical management: specifications, deadlines, - a
economic management: costs, production prices ...

The different methods used allow the clear and quick emergence of the
data related to the execution of a project, such as:
the times, the deadlines,
the means, or resources,
- the costs.

Moreover, these methods can allow for timely forecasting of the controls that
are imposed during implementation (the monitoring).
Task scheduling methods allow for a graphical representation
(immutable or not) of an achievement by representing each operation (or task) by an arc, a
link, or a rectangle that can be proportional or not to the duration. This graph in all the
this allows the relative positioning of operations in time

4
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

CHAPTER 1: DEFINITION OF CONCEPTS

Project

A project is a temporary "Organization" aimed at creating a product or a service.

or a specific result (Unique)

Let's explain the following terms:

Temporary: Every project has a defined beginning and end;

Product: Finished product or component. A car, an electronic chip, or a program.
computer science
Service: an administrative service, an IT service, a commercial service or
Marketing;
Result: a manufacturing process, a study program, a sports score;
Unique: Each instance of the project is unique. There are several thousand projects, but
Each project is a particular instance.

The objective of a project is achieved through a gradual development (in successive stages);

Projects are different from 'ongoing operations.'

The projects that have achieved their objectives are coming to an end;
Operations support the company's activity on an ongoing basis.
Projects are analyzed, evaluated, selected, budgeted, planned, executed, and closed.
They can be part of a program or a portfolio;
They can serve a strategic need of the company, a tactical need, or for a need.
specific temporary

Projects can be broken down into Sub-Projects and/or Phases;

Definition of a task

A task is an action to be taken to achieve a result.

For each defined task, it is necessary to associate

A specific and measurable objective

Human, material, and financial resources that are appropriate
A workload expressed in man-days
A duration as well as a start date and an end date

A task must be short enough (<= 15 days)

In the context of the planning, the tasks are interconnected through dependency relationships.

Definition of Project Milestones

The milestones of a project are defined as

5
 Project Management Introduction Course, ESIG GLOBAL SUCCESS

Key events of a project, showing a certain progression of the project

Important dates for the completion of a project
A concrete achievement (production of deliverables)

In English, the milestones are the 'milestones'.

In the context of planning, milestones define the start and end of each phase and serve as
synchronization point. On GANTT charts, milestones are represented by
diamonds.

Definition of a deliverable

A deliverable is any result, document, measurable, tangible, or verifiable, that results from
the completion of a part of the project or the project.

Examples: A specification document and a feasibility study are deliverables.

Definition of project planning

It is the activity that involves determining and scheduling the project's tasks, estimating their
tasks and to determine the necessary profiles for their completion.

The required tool is the planning.

The objectives of the planning are as follows:

determine if the objectives are met or exceeded

track and communicate the progress of the project
assign resources to tasks

The concept of WBS

The WBS (Work Breakdown Structure) is the hierarchical structure of the project's tasks.

The design of the WBS involves

The establishment of a list of the most important work results (deliverables) of the project
The division (if necessary) of these deliverables into subsets
For each deliverable and sub-deliverable, the listing of activities that are necessary for its
realization
The possibility of dividing these activities into sub-activities

6
 Project Management Initiation Course, ESIG GLOBAL SUCCESS

Task scheduling

The scheduling is the development of an action plan that allows to determine the
sequences or on the contrary the possible parallelisms between the execution of tasks
previously identified.

In some projects, a margin of flexibility can be arranged by the project manager to

the scheduling of tasks, meaning that the project manager can plan several scenarios
possibilities regarding the scheduling of tasks. Depending on the progress of the project, a
task scheduling scenario may be favored over another scenario.

To proceed with the scheduling of tasks, it is necessary to list, for each elementary task,
previous tasks, in light of the information gathered in the field and select only the
immediately preceding tasks. The schedule must allow for the identification of
the scheduling of the project tasks.

Project Management

Managing a project means: Applying knowledge, skills, and expertise to the project's activities.
tools and techniques that will enable the achievement of the project's objective while respecting the
constraints;

The objective of the project is to deliver the requested product, service, or result according to the requirements.
of the sponsor and according to the required quality;

7
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

CHAPTER 2: THE FRAMEWORK NOTE

What is a framing note?

This is the reference document presenting a project in its broad outlines. It summarizes the
important points to know about a project. It answers the questions QPQOQC:

Q - Quoi: définition du projet, périmètre

P - Why: purpose of the project, context of the request
Q - Qui: parties impactées, parties prenantes, chef de projet, équipe projet, utilisateurs
keys
O - Where: place (to specify if necessary)
Q - When: planning, key dates
C - Comment: methods, resources, budget...
The framing note is also called a mission letter, summary note, or also note of
launch.

Aquoisertcedocument?

In the project lifecycle, the framing note is positioned between the feasibility study and the
drafting of the specifications. This document is useful in several ways:

a contract between the client (or the principal) and the project manager
charge of the work. It clearly defines the expectations and the responses.

a working document to validate the stakes, the content, the organization and the
project deliverables. As such, it is a document that evolves with the exchanges and
new parameters.

a reference framework to which stakeholders can refer at each stage of the project.

Difference between the framing note and the specifications document

The framing note is a synthetic document summarizing all the essential points.
Important about the project. The specifications document is a formal document outlining a request to be submitted.
to the team that will carry out the project, whether it is internal or external. The scope note serves as a basis
for the design of the specifications.

How to write a framing note?

The content of a framing note varies depending on the nature of the project, its scope, and the sector.
of activity, etc. We will present a framework note model that you can
customize according to your needs, in 10 points:

8
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

Definiton of the project

This first step presents the nature of the project. A few lines describe what is needed.
to know
Examples of questions to ask oneself:

oWhat is it about?
o What does the project contain?
oWhat is the idea to develop?

2. Project Origin/Context

Explanation of the elements, facts, the situation (economic, environmental...), etc. that
lead to the realization of this project. This step allows for an understanding of the genesis of the request.
and its challenges.

This information adds a unique coloring to the work that will follow. It provides
of the mission of the team and allow all stakeholders to share it.
same understanding of the project.

o What justifies this project?

oWhy undertake this project? Why is it necessary?
oWhat will its impact be?
o What is the problem to solve?
o What are the areas that need improvement?
oWhat were the elements that triggered the demand?
oWhat characterizes the situation?

3. Project Objectives

Once the project and its origin are defined, it is necessary to specify what it will bring.
project once brought to completion. It concerns quantitative objectives (financial gains,
productivity, etc.) as qualitative (employee satisfaction, brand image...). While
knowing to keep reason regarding the number of indicators.

What is the purpose of the project? The goals?

What are the expectations?
What are the objectives?
What are the deliverables (products, documents...)?
What are the success indicators?

9
 Introduction to Project Management Course, ESIG GLOBAL SUCCESS

4. Project Scope

A project usually has limits. It is important to specify which ones: what the
project contains or encompasses - and what it does not take into account or does not address. It is a
important clarification. This is an opportunity to verify that each stakeholder shares the
same perimeter. Moreover, this information exerts a direct influence on the means
humans, resources and funding mobilized, the methods used and the deadlines. It is therefore
It is essential to clarify the framework within which the project will evolve.

What are the limits of the project?

What services/processes/functions/geographical area/client segment/to include
you exclude?
What are the concerned features?
What are the priorities?
What are the other affected areas?

5. Constraints

Internal and external constraints may arise and must be taken into account by
the project manager. It can involve constraints of personnel, resources, timing, results...

6. Actors
Identifying the actors allows us to know not only who does what, who is responsible for what,
but also who must be informed about what. Thus, all the concerned people know
the role and the responsibility of each one (seethe RACI matrix)A valuable help for
effective interactions.

oWho are the members of the project team?

o Who is in charge of each area?
o Who participates in the steering meetings?
oWho are the other stakeholders?
oWho are the experts?
oWho are the key users?
oWho validates the deliverables?

10
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

7. MacroPlanning

He places the major stages in time (for example pre-study, detailed study, prototyping...)
from the approach implemented. The macro planning has a dual interest: to set a horizon
temporal and provide an overview of the operation process.

What are the key steps and dates?

What are the main milestones?
What are the main deadlines?
When should the project start?
When should it be completed at the latest?

8. Resources

o Human resources: internal and external resources needed.

oMaterial resources: machines, tools, meeting rooms...

oThe financial resources: precision ofthe budget envelope hasrented to the

project implementation. Specify the share allocated to each identified phase in the
macro-planning.

9. Communication

Outline who communicates at what time, as well as the means used.

Details will be specified in the project communication plan.

[Link]

Tout projet possède des risques : des deadlines très(trop) optimistes, des compétences
insufficient, complicated personal relationships between certain collaborators, etc.

oWhat are the risks?

oWhat are the weaknesses? Vulnerability?
oWhat are the constraints?
o What happens in case of...?

11
 Introduction to Project Management Course, ESIG GLOBAL SUCCESS

CHAPTER 3: PLANNING, PROJECT MANAGEMENT TOOLS

Without organization or method, project management is nothing.

In order to successfully complete your project while adhering to deadlines, budget, and resources, you and your
the team must be organized and efficient. Follow one of the project management methods
existing in order to help you organize your project in a streamlined and structured way.

Project management methodologies help you accomplish each step of your

project, from planning to implementation, with a focus on efficiency and profitability.

Choosing a methodology to conduct a project allows all stakeholders to work.

effectively together, following clearly defined rules.

1. HISTORY

Most of the methods have been developed to successfully carry out the reconstruction effort after
the second world war.

The "PERT" method (Program Evaluation and Research Task or Program Evaluation and
Review Technic) was developed when the United States began to create its force
nuclear strike (submarines and Polaris missiles). It was necessary to hurry to catch up with the delay
on the USSR. This project was subject to many technical problems: - set deadline, -
coordination of 250 suppliers and 9000 subcontractors.

To achieve maximum efficiency in everyone's efforts for the project layout, it was necessary
to have a systematic method of planning, controlling, and correcting.

The creation of the PERT method was decided for this purpose, and its use reduced the duration of the
project of six years to two and a half years.

At the same time, for the same reasons, other methods have emerged: networks
of PETRI, MPM method (Method of Metric Potentials) in France, GANTT charts,
or railway diagrams.

2. THE PERT METHOD

1. Principle of the method: Reduce the total duration of a project through a detailed analysis of
elementary tasks or activities and their sequence. We study the deadlines without taking into account
count the charges.

12
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

2. Basic Concepts: The method relies heavily on a graphical representation that

allows for the construction of a 'PERT network'.

A PERT network is made up of tasks and steps.

Step: beginning or end of a task. A step has no duration. A step is symbolized

(or "node") on the network by a circle.

Task: the progression over time of an operation. Unlike the step, the task is
penalizing because it always requires a certain duration, resources, and costs
money. It is represented by a vector (or directed arc, or directed link) on which will be
indicate the action to be taken and the estimated time to accomplish this task.

Remarks: - The length of the arcs is not proportional to the execution time. - For
lighten the representation, we do not write the full name of the task, but a letter or code instead
representative.

2.3. Graphical representation of steps and tasks in a network.

Sequential tasks:

B can only begin if A is finished (A precedes B, or A is prior to B). C cannot

start only if A and B are completed (A and B precede C, or A and B are prior to C, or
A and B engage C.

Note: in fact, completed B is enough; otherwise, there is redundancy. The constraint of precedence that links A
C does not need to be represented.

Simultaneous tasks: They can start at the same time from the same step.
Example:

13
 Project Management Introduction Course, ESIG GLOBAL SUCCESS

D can only start if B is finished.

If D is to start only after B and C are finished:

Due to the construction rule that prohibits tasks B and C from occurring concurrently.
simultaneously, we use a task x (0) called "dummy task" which serves to represent this type
of binding constraints (precedence constraints). This is a task whose duration and cost
are null. It is represented by dashed lines.

Converging tasks: Multiple tasks can end at the same step.

Example:

Here, task A (12) has a duration of 12 time units, B(6) has a duration of 6 time units. We
observe that task A takes longer than B. A is said to be 'penalizing'. We can
calculate the duration of the project (here: 12 + 3 = 15 time units) by taking the longest path called
"critical path". This "critical path" can be identified in red. The tasks on this path
will be monitored as a priority.

2.4. Normalization of the graph. If the graph is to start with several simultaneous tasks, it does not
there must be only one entry step (or starting step, or departure step). The steps will be
therefore grouped into one.

14
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

If the graph ends with several tasks (multiple exit (or end) steps), it should not be
have only one output step.

Example:

Dependency issues: A triggers B, A triggers D, C triggers D.

We may be tempted to draw the following graph:

The previous graph is incorrect because this construction means: A triggers B, A triggers D, C
B activates, and C activates D.

15
 Introduction to Project Management Course, ESIG GLOBAL SUCCESS

To meet the project's predecessor constraints, we introduce a dummy task as follows:

Representation of the steps:

2.5. Methodology for constructing a PERT network.

- Établir la liste des tâches (faire le partitionnement des tâches en fonction des ressources). -
Determine the precedents: immediately preceding tasks, and preceding tasks.
Determine the execution levels or rank of tasks (optional). - Build the PERT network.
− Calculate the project's duration, the start and end dates of the tasks. Determine the critical path.
Highlight the margins.

2.6. Application.

Soit les tâches suivantes qui constituent un projet : A (3), B (4), C (2), D (3), E (4).
The priorities are as follows:
A engages C,
A engages D,
B engages E,
C engages E.

16
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

In order to build the network, we will determine the rank (or level) of execution of each
task, that is to say the chronological position it occupies at the beginning of its execution in the
project.

We can use a data tally matrix (also known as a "tally matrix"

"tallying by the vertices": A cross is marked when there is a precedence between a task
and another. We are looking for whether there are crosses in one of the columns. If we do not find any
cross in some, it means that the tasks marked at the top of the columns are not
of priority. They are then of rank 1. We note these tasks, then we cross out the horizontal lines.
corresponding to these tasks and we repeat the previous operation. We determine the tasks of rank 2
and so on.

The determined ranks (or levels) allow positioning the start of the different tasks when
from the construction of the graph.

Compilation matrix (or grid):

We deduce the corresponding PERT network for the proposed application:

Calculations on the graph: The PERT method aims to plan the duration of a project, so we
we must perform calculations on the graph in order to deduce information about it
enforceability.

17
 Project Management Initiation Course, ESIG GLOBAL SUCCESS

A few definitions to remember:

- Earliest start of task execution: It is the maximum of the earliest ends of the tasks that
the trigger (There may exceptionally be a delay or overlap if the notebook of
the project charge specifies it and that the feasibility is verified.

Start at the latest of a task: It is the latest end date of the task minus the
duration of the task.

Earliest finish: This is the earliest start date plus the duration of the task.

End at the latest: This is the minimum of the latest start dates of the tasks it triggers.

Total margin: This is the allowable delay at the start of a task that does not cause any setback to the
project end date, but it consumes the free margins of the following operations. It is the date
from the earliest start date to the latest start date.

Free float: It is the allowable delay on a task that does not lead to changes in
schedules of the following tasks. It is the earliest start date of the next task minus the
duration of the task minus the earliest start date of the task.

Critical path: It is the set of tasks whose total float and free float are zero.
It is the path whose sequence of tasks gives the longest execution time of the project.
and provides the shortest completion timeframe. If there is a delay in carrying out these
tasks, the overall duration of the project is extended.

For the previous application, a summary table can be drawn up as follows:

Study results: The overall duration of the project (shortest completion time) = 9 days.

The critical path consists of tasks: A, C, and E. It is necessary to verify that these tasks are
are proceeding correctly and, if necessary, take corrective actions to make them reliable.

18
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

3. THE M.P.M. METHOD

1. Principle of the method: Similar to the PERT method, this method allows for reduction
the total duration of a project. We study the deadlines without taking into account the workloads and the resources
available.

2. Basic concepts: The method is a graphical representation that allows to build a 'network.
».

This network is made up of tasks (or steps).

Task: Progression of an operation over time. The task is penalizing because it requires
always a certain duration, means (or resources) and costs money. Unlike the
PERT network, here it is symbolized by a rectangle in which the action to be indicated will be.
perform and the estimated time for completion of this task, the start and end date.

Calculations on the graph: The MPM method, like the PERT Method, aims to plan the
duration of a project, we also need to perform calculations on the graph in order to deduce some
information on its enforceability.

3. Normalization of the graph. The graph must have a single 'beginning' and a single 'end'. It
There are no other rules. This type of graph is the most commonly used by software for
planning (like Microsoft Project).

4. Methodology for building a MPM network. (Identical to that of the PERT network)

19
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

- Establish the task list (partition the tasks based on resources). -

Determine prior tasks: immediately preceding tasks, and prior tasks.
Determine the levels of execution or rank of tasks (very easy with this method).
Build the MPM network. - Calculate the duration of the project, the start and end dates of the tasks.
Determine the critical path. It is impossible to highlight the margins here: see diagram.
of Gantt.

4. The GANTT chart

The GANTT chart is a graph (time chart) that consists of placing tasks
chronologically based on the technical constraints of succession (constraints
The horizontal axis of the abscissas represents time and the vertical axis of the ordinates
the tasks. Each task is represented by a line segment whose length is
proportional to its duration. The origin of the segment is set to the earliest start date of
The operation ('earliest milestone') and the end of the segment represent the end of the task.
This type of graph has the advantage of being very easy to read, but has the disadvantage of not
does not represent the sequence of tasks. This method is generally used in
complement of the PERT or MPM network. The GANTT is most often drawn as early as possible or "
marking as soon as possible" and possibly at the latest "marking at the latest".

20
 Introduction to Project Management Course, ESIG GLOBAL SUCCESS

Analysis: - The project is achievable in 18 working days. Here, with the weekends not included.
It will take 3 weeks and 3 days. - Normal tasks are represented in blue. - The
Critical tasks are represented in red: B, E, F, L, and M. - The total margins are distinguished in
black, and the free margins in green. The tasks C, G, J, and K show Free Margin.

Notes: The GANTT chart will be modified as progress is made.

project. This diagram needs to be updated regularly. The critical path may evolve in
function of progress, delay, or any modification on a task. The 'sub- paths
"critiques" or "almost critics" can then become critical.

21
 Introduction to Project Management Course, ESIG GLOBAL SUCCESS

5. The RACI method: How to define roles and responsibilties?

The success of a project relies on a clear and precise definition of roles and responsibilities.
of each of the actors. This is precisely where the RACI matrix comes into play. You will learn
how to use this tool.

Definition of RACI

Who does what? Who is responsible for this part?... Commonly heard questions
while the project is already underway!

This tool provides a very practical answer for visualizing at a glance the distribution.
roles.

The name of this matrix is an acronym:

R - Responsible - he realizes
A - Accountable - he supervises and is accountable
C - Consulted - he advises
I - Informed - he is informed
These are the roles associated with a project. You will see later how to connect them to the parties.
expectant.

You will sometimes encounter a similar acronym, RASCI. The S corresponds to the role.
Support, a complementary role that can be important depending on the nature of the project.

When will a RACI run?

This matrix easily shows who the participants are and how they are involved.
each team member within the project. A coordination and communication tool
particularlyrelevant for complex projects wherethe risks of overlap are
Possible. It is sometimes very difficult to know who is responsible for a step,of a milestone,of a
task - Who should decide... Any arbitration then becomes delicate.

It should be noted that this tool can also be used to definethe roles of the actors in a
process oran activity. A very practical and operational way to describe what they do
stakeholders in an organization. It indeed ensures that every activity has a
responsible.

Finally, it may beused to delegate tasks. Ceveryone knows his perimeter

of action and responsibility.

22
 Course Introduction to Project Management, ESIG GLOBAL SUCCESS

How to use a RACI?

It is about building a double-entry table with activities and tasks in the rows,
actions, the milestones,the deliverablesetc. and in column, the stakeholders. Roles and responsibilities are
filled in at the intersection of the rows and columns.

A small clarification: the participants mentioned are not necessarily people.

physiques. The table may mention entities such as services, functions or jobs.

It is then necessary to note the role played by each participant based on the activities. What
return to fill in the intersections of the lines and columns with one or more letters:

R - The term 'responsible' is misleading. These people are in charge of the implementation of the
task for which they are appointed. They are under the responsibility of an A. Logically
Each line has at least one R.
A - These members are responsible for approving and validating actions. They provide
accounts on the entrusted scope. They are the true responsible parties. They have authority over
the R. Each action must have an A and only one.
C - They are generally experts who possess a skill in the task.
They provide advice. It's up to A to follow it or not.

23
 Initiation Course in Project Management, ESIG GLOBAL SUCCESS

I - These people must be informed even if they do not play a direct role in
the project because they can be impacted in one way or another. They are in
copy of important points and decisions.
It is not uncommon for the same person to hold multiple roles for the same activity -
example: A and R. The individual is in this case the sole responsible for their task.

How to determine the role of each?

Here are some examples of questions to ask yourself:

R - Who is in charge of this task?

A - Who is the decision-maker? Who can make a final decision in case of a problem? Who validates the outputs?
?
C - Who has expertise in the field? Who can provide their help?
valuable advice to move the task forward?
D - Who is impacted by the activity? Who must necessarily be informed?

Example of RACI matrix

Here is an example of implementation. The project: development of a web application for the
marketing

Head of Computer Marketing Sales Training

project

1 - Expression of needs R R, A I C

2 - Definition of the specifications R, A C R I

charges

3 - Development A R I

4 - Receipt of the application R R, A

5 - User Training R,A

6 - Deployment A R R I

1 -Dans cette phase, le marketing est responsable de l'expression de ses besoins. Il travaille en
cooperation with the project manager while also relying on the advice of the sales team. The
The service formation is informed of the need.

2 -For the drafting of the specifications, responsibility A lies this time with the head of
project. Computing enters the loop by providing its advice. The sales team is informed.

24
 Introduction to Project Management Course, ESIG GLOBAL SUCCESS

3 - IT is responsible for the development of the application under the authority of the project manager.
He keeps the marketing department informed of the progress of the stage.
4 - The reception is carried out by the 2 entities; the applicant validates or does not validate the application.

5 - the training service comes into play by providing the necessary learning. This service makes
account for the quality of the transmission.

6 - IT puts the application into production under the authority of the project manager. Marketing
provides the latest configuration data. The salesperson is informed of the deployment of the
solution.

No need to resort to sophisticated software, the classics Word and Excel are sufficient.
to build and use a RACI matrix. However, this feature may
to be integrated into project management software suites.

25