Prince2 Gce820 PréSentation

PRINCE2PRojects IN Controlled Environments

Gestion, contrôle et organisation d’un projet

Par Philippe Savard

Monday, February 22, 2010

Problématique

Évolution en GP

Guides et références en GP

Standards

Méthodes “step-by-step”

Monday, February 22, 2010

Plan / objectifs

l’importance d’une approche structurée en GP

L’approche PRINCE2

Comparaison générale (+/-)

Monday, February 22, 2010

La réussite du projet

Successful projects don't happen by themselves. However, the success rate is bound to go up through effective project decision making process. Effective project governance is central to the effective decision making. In the recent years, therefore, project governance has become widely used term in the organisations. Project governance is a framework within which decisions are made upon the projects. Project governance is viewed as playing a vital role in the successful delivery of projects. It ensures that the project implementation and execution would go smoothly. Before the project starts, it is determined who will make the project-related decisions and how they will make them. Setting up project governance decreases the probability of poor controls during the life of the project. Effective project governance is a prerequisite to succeed and lead in the competitive business environment. The effective implementation of project governance relies on the stakeholders, project team members and the representatives involved in the arrangements all having a clear cut understanding of what is required of them.

Project Governance: Fundamental of Project ManagementBhimaraya Metri. Vision. New Delhi: Jul-Sep 2009. Vol. 13, Iss. 3; pg. 93, 2 pgs

Monday, February 22, 2010

MéthodologiesA Project Management Methodology, is an excellent primer for a new project manager and is, as Dr. Haugan explains, "...a refresher for experienced project managers to remind them of the essential discipline necessary to manage a project effectively...."

Applying the Methodology, demonstrates how the methodology detailed in Part 2 can be applied in managing different types of projects based upon how they are assigned;

Environmental and Facilitating elements, discusses some of the factors that affect a project manager's ability to effectively carry out the process steps identified in this methodology: human resource management, risk management, communications management, project procurement management, and configuration management. Unlike the process steps, these topics extend across all project groups, and, in the author's words, "add other dimensions to the basic

PROJECT MANAGEMENT FUNDAMENTALS: KEY CONCEPTS AND METHODOLOGYDaniel Nugent. Project Management Journal. Sylva: Dec 2006. Vol. 37, Iss. 5; pg. 113, 1 pgs

Monday, February 22, 2010

Les approches en GP

Monday, February 22, 2010

l’importance d’une approche structurée en GP

Impacts directs sur le projet

Influence le cadre de travail

Définition du projet

Contrôle des coûts

Qualité des livrables

Project Success as a Topic in Project Management JournalsLavagnon A Ika. Project Management Journal. Sylva: Dec 2009. Vol. 40, Iss. 4; pg. 6, 14 pgs

Monday, February 22, 2010

Monday, February 22, 2010

C’est quoi ?

Méthode de gestion de projet

PRINCE (1989) - Central Computer & Telecommunication Agency, UK

PRINCE2 (1996)

40 activités, 7 processus

50 pays

OGC (Office of Government Commerce) (2007). Managing Successful Projects with PRINCE2. TSO (The Stationary Office). ISBN 9780113309467.

Monday, February 22, 2010

Project BoardProject

Executive Senior SupplierSenior User

ProjectManager

TeamManager

Monday, February 22, 2010

Les composantesComparable au “Knowledge Areas” du PMBoK

Monday, February 22, 2010

Le Modèle

Monday, February 22, 2010

le Modèle (suite)

Monday, February 22, 2010

Les techniques

Planification basée sur le produit (PBS)

Contrôle du changement

Revision de la qualité

Monday, February 22, 2010

Quand l’adopter ?

Pas de scénario parfait

Possibilités de s’adapter

Partiellement

Monday, February 22, 2010

Comparaison des approches

Monday, February 22, 2010

Les standards en GP

Monday, February 22, 2010

Les méthodes en GP

Monday, February 22, 2010

Les méthodes AGILE

Monday, February 22, 2010

PMBOK versus PRINCE2

Monday, February 22, 2010

Rôles et responsabilités

Basé sur un business case

Planification basée sur le produit

Intégration

Contrôle sur la qualité (ISO 9000)

Méthode concrète (Work Packages)

Possibilité de segmenter

+

Monday, February 22, 2010

-“Inapproprié” pour les petits projets

Création et maintient des documents

Restreint

Monday, February 22, 2010

Conclusion

Méthodes et techniques

Cycle de vie de la Gestion de Projet

Monday, February 22, 2010