Réto theiI am par :

BEN BA D DI Nadia
THE FRANÇOIS Alexandre
MIRNEJAD Peyam
Yassine MOUJAMIR
Sommaire
RAMDANIYasm mine

Introduction 2
I. Presentation of the project 2

Report
project of
1. Reminder of the context 2
2. General Objectives
management
3. Function requirements and constraints ainyousà respecter
UE Gestion the project
2
3
4. Proposed solution(s) and associated deliverables 3
5. Quality Plan/Performance Indicators/Acceptance Criteria 3
6. Prioritization Q/C/D 4
II. The team project 4
III. Organization 5
1. Initiation phase (Pre-project) 5
2. Planning stage 5
3. Execution stage 8
4. Monitoring and Control Stage 9
5. Closing stage 10
Conclusion 11
 Introduction

The present project management plan aims to describe the organization and the
Management of our project "GMGP": Methodological Guide for Project Management. The
The writing of this document was done with all the members of the project group, namely Nadia,
Alexandre, Peyam, Yassine and Yasmine.

The objective of our project is to create a guide to guide consultants in the

choice of the most suitable method based on the type of project to be conducted.

I. Project presentation
1. Reminder of the context

Depending on the characteristics of the company (size, workforce, field of activity, organization of
the hierarchy...), the methodology used must be adapted and as accurate as possible.
Since not all methods are suitable for all projects, the choice of the best method
adaptation is crucial for successfully carrying out one's project.

It has been observed that there is a real need to precisely define an appropriate method of
project management to support consultants in managing their project. This in
taking into account the company's context and the type of project.

2. General Objectives
The objective of the project, in general, is to meet a need and to 'execute well'.
the project is defined; that is to say, to optimally manage each type of project.
Here, it will be about creating a guide to guide consultants in choosing the method the
better suited according to the type of project to be carried out.

This guide would allow for:

Avoid financial losses (costs in human and material resources)
Save time for the user project teams
Make money
Simplify project management
Optimize the organization / enhance the management and leadership capacities of the teams
Increase efficiency/productivity
Enhancing one's reputation
Acquire new clients

3. Functional requirements and constraints to be respected

Time constraint to be taken into consideration (compliance with the given deadlines).

4. Proposed solution(s) and associated deliverables

Development of a guide in the form of a grid/questionnaire/decision tree associating each
methodological tool for project management to a precisely defined type of project.
It consists of:
A directory of the different types of projects (study project, establishment project, research project,
custom project, action project, organization project
A methodological guide associated with each type of project.
An organization guide
A human management guide

What is excluded from the project:

Does not cover all aspects of project management (e.g.: team building,
needs assessment, cost studies, ...
Don't carry out the project instead of the consultant!

5. Quality Plan/Performance Indicators/Acceptance Criteria

- Quality Plan: Sending a satisfaction questionnaire, involving the members of

the team in the execution of the project, regular reminders of the work to be undertaken/undertaken,
communication about the internal investigation
- Indicators: Frequency of guide usage by clients, number of projects and
methods found, frequency of updating tracking table, number of responses to
the internal investigation, grade obtained at the defense, customer satisfaction rate regarding
their use of the guide, team meeting frequency, speaking time per person,
Acceptance criteria: - Use of the guide by clients >=2 projects/3; 7 types of
projects, at least 7 methods found; update the table once a week; minimum 85%
employees responded to the survey; grade obtained of 15/20 in the defense
6. Prioritization Q/C/D
Quality,
(2) Deadline,
Cost.

II. The project team

Roles Tasks Person concerned Backup

Plan the meetings
Schedule meeting reminder
- Keep a calendar up to date
of the project Yasmine
Planner Elise KASCZMAREK
Keep the goal in sight RAMDANI
team leader
-Follow dashboard (put
up to date
Maintain a good atmosphere
in the group / cohesion
Alexandre LE
COE Develop team spirit Nadia BEN BADDI
FRANÇOIS
Supporting members in
their task if difficulty
Set the meetings
- Organize REX / analyze
of the king Elise
Facilitator Yasmine RAMDANI
Distribute evenly the KASCZMAREK
speaking time during the
meetings
Search for the quality of work
Nadia Ben
Finisher Perfect the work beforehand Peyam MIRNEJAD BADDI
delivery
-Propel the team
Frame the team's activity
Lead the changes Alexandre LE Yasmine
Leader
FRANÇOIS RAMDANI
Ensure compliance with deadlines
to achieve the objectives
(Gantt tracking)
Evaluator Evaluate the decisions made Yassine MOUJAMIR Message
with objectivity MIRNEJAD
 III. Organization
To successfully carry out our project, we were inspired by the PMBOK method.
we have therefore divided our work into 5 main stages: Initialization, planning,
execution, monitoring and control and closure.

1. Initiation phase (Pre-project)

Before starting our project, we took the time to share our ideas in order to reflect.
together on the content of the guide and the organization of our project. For the sharing
To ensure that the information is effective, we conducted a brainstorming session. This method allowed for
each team member adds their stone to the edifice, which strengthens involvement and the
motivation of people in the project.

At the end of the brainstorming, we made the following decisions:

Choice of planning tool (Gantt)
Choice of a tool for monitoring the completion of project activities and tasks:
Kanban (Visual Management)
Choice of communication tools: Creation of a group on the social network
WhatsApp. Scheduling progress points at a frequency of twice
per month on Skype to follow up on everyone's achievements. Writing of reports
at the end of each point to communicate information to those absent. Creation of a
drive to simplify remote work.
Definition of the activities of each team member.
Decision-making on the content and organization of deliverables.

2. Planning stage
Drafting the project charter:

The planning phase began with the creation of a project charter. The creation of
this one, taking into account the recommendations of the training pilot has allowed us to
defining the scope of our project but above all having a clearer vision of the objectives
to achieve. Indeed, through the drafting of the charter we better understood the why
of our project, and the expected results.

Development of the WBS and the Gantt:

Before planning the execution of the project, we created a WBS (See WBS). We have
So break our project down into several tasks and subtasks in order to be able to plan them in
Gantt and assign them to the different team members (the resources).
 Figure 1 Overview of the WBS

The Gantt (Figure 2) was created using Gantt Project software, through this tool we have
assigned deadlines for each task and set milestones that allow us to appreciate
the progress of the project.

Figure 2 Gantt Version 1

Task distribution:

A table for the distribution and detailed explanation of tasks has been created. For each
Task we have assigned a manager, and directors. The distribution has been carried out in
function of the wishes of each member (based on the strengths and preferences of
each member). (Figure 3)
 Figure 3 Excerpt from the task sharing table

Development of the PMP, risk management plan and communication plan

We then worked on the Project Management Plan, the document that outlines the
guidelines of our project. We have included in this PMP, a management plan for
risks and a communication management plan. (See PMP)

The risk management plan has been essential for us to identify potential risks.
and anticipate their treatments by implementing preventive and corrective actions in order to
minimize their impacts in case of occurrence.
For example, during the 3rd working session organized at school, we went to
Given that the deadlines set initially were unrealistic, we have therefore deployed the
strategy implemented in our risk plan and thus execute tasks in pairs to
move forward faster.

Communication is an essential element in achieving set objectives and succeeding.

our project. For this, a communication plan was established during the design phase and
framing of the project using the QQOQCP method. So that our communication plan
to be effective, we chose the communication objectives:
Project progress: monitoring the schedule, budget, monitoring deliverables...
Alerts on a difficulty or a problem: delay...
Decision support.
Depending on the progress of the project, Yasmine, our project manager, adapts and sets the pace.
our communication plan through encouragements or alerts.

We specifically discussed the organization of our progress meetings to ensure

the good progress of the project through:
- A 'Feedback' activity where each team member expresses themselves, this activity
allowed us to get an idea of the members' feelings.
 A 'Positivism' activity in which we identify the elements that do not contribute.
of value to the project and the elements that need to be pursued.
A 'problem-solving' activity to address the blocking elements of our
project.

The interesting point was that a member of the project team was designated as a facilitator.
We have also decided that written reports (Figure 4) will be produced in order to
to keep track of our activities and establish action plans to ensure the realization
upcoming actions. For drafting the reports, we have decided to make a
turnover of all team members.

Figure 4 Excerpt from a meeting report

3. Execution Step
To carry out the tasks, it was agreed to follow our schedule. Initially, we did
the choice to perform tasks outside of class time and monitor progress by carrying out
bi-monthly points as explained earlier.

Due to time constraints and the availability of team members, our bi-monthly meetings have not
were not maintained throughout the project. Nevertheless, we managed to achieve two points
in Skype conferences that were very helpful in re-mobilizing the team and making progress
work. Despite the lack of verbal communication, team members
They communicated very often in writing to advance the project.

For the completion of the tasks, each team member was progressing on the project on their own and
communicated their progress in the group to inform others. The completion of
tasks were mainly carried out according to the task-sharing table (Figure 3), but some
Changes were made throughout the project according to the situation. In particular
due to the delay in the start of the project and the absence of a team member due to a
illness on the 3rd and 4th day of work at school, which led to a reassignment
tasks.

To allow all members to access the achievements and be able to work on the
documents, each member of the team who made a modification or who carried out a
work was supposed to put it on the drive. This allowed for a review of the deliverables by everyone and thus
an identification of areas for improvement to deliver quality results.

Indeed, during the 3rd working session, we realized that we had been very
optimistic about the deadlines and that the milestones were not met. We then decided to
replan tasks taking into account our experience (being more realistic). A
A second Gantt chart has therefore been issued.

Figure 5 Gantt V2

4. Surveillance and control stage

To monitor the progress of the project, we have opted for visual management.
notably a kanban dividing tasks into 'To do', 'Doing' and 'Done' which allowed us
to have a live visual follow-up of the completion of tasks of each of our three
deliverables.
 Figure 6 Photo illustrating the Kanban tool

However, the establishment of project performance indicators would have been very useful for
measure the project's performance and thus better control it.

5. Closing stage
In order to determine if our project could be closed, we defined the following criteria:
Have our 3 finished deliverables containing the information initially planned.
The deliverables correspond well to the grading rubric of the course.
All deliverables are reviewed and validated by all team members.
For the project closure, we also carried out a final feedback report to allow for
each one to share their experience and thus improve project management
futures. (See HR management booklet).
Conclusion
Although the implementation of this project presented significant constraints such as time
(short deadlines) and remote work, the team was able to achieve the desired results.
This was accomplished thanks to the team's adaptation to different situations and its hospitality.
positive change.

The planning stage was very important for the realization of this project because it
defined from the outset the guiding lines of the work. However, everything that has been defined
was not necessarily followed in light of certain events that the team went through such as
the absence of a member during a key moment, or the lack of time for work in
group, but it was managed in a way that did not negatively impact the quality of
deliverables. It is important to emphasize that the deadline is a key parameter for the success of a
project; that is why we took all the time that had been given to us to
produce deliverables that best meet the requested criteria, while examining in
detail each project management method.