MANAGEMENT Created by: QADDA Mourad

ASSAM Hichem

OF PROJECT Supervised by: Mr. BENCHEKARA

Academic year: 2016/2017

 Summary

Context

Introduction

I- Framework theoretical and conceptual project management.......................................................... 4

1- Definitions :................................................................................................................................. 4

2- Differences between operations and project:.................................................................................... 4

3- Of project management to project management:.................................................................. 5

4-The golden triangle (Quality, Cost, and Time): ................................................................................. 6

II- Contributions and aspects of project management................................................................................ 9

1-Project management aspects: ................................................................................................. 9

2- The contributions of project management:........................................................................................ 9

III- Stakeholders and project life cycle11

1-The different stakeholders of a project: 11

2-The life cycle of a project: 12

Conclusion

Bibliography..................................................................................................14

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Context

Since 1930, project management has become rationalized without yet being a model.

assertive management. Projects are conducted as operations (activities of

production). After the Second World War and especially at the end of the 1950s, the

Project management becomes a management model: Planning of state projects, projects

militaires, spatiaux, pétroliers, d’infrastructures

4 parameters are at the origin:

engineering sciences for civil and military purposes

the management of major projects (space conquest, nuclear)

socio-economic development operations in the Third World

the management of innovation (companies)

Aiming to manage change in businesses and organizations to increase

effectiveness, project management deeply modifies work management, the

roles and the relationships of employees who have become 'actors'.

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Introduction

Since the late 1980s, project management has profoundly transformed

the practices and performances of organizations. It has spread internationally.
in various sectors: services, mass industries, public enterprises, SMEs,
Research & Development... Two main reasons can be put forward for
explain this development.

On one hand, the industry experienced, around the turn of the 1990s, a rationalization without
previous one that led her to profoundly reorganize the way she conducts her
projects in order to make them more competitive, the challenge being to develop within a time
shortcut for more complex and innovative development projects. Other
part, the permanent reorganizations of companies, whether concerning their systems
of information or their work processes (and in particular certifications
quality), are now conducted in project mode. In other words, the
project management has become the preferred mode of management for change in
organizations... which themselves are constantly changing.

Moreover, the term 'project management' has become synonymous with

transformation of the company and its management through projects. The organizations
public entities are not exempt from this, especially in France: the country is subject to
numerous pressures and project management, adorned with virtues that would be
intrinsic, should allow them to be effectively restructured.

With the development of project management, professional practices are

are transformed. The traditional separation between design and execution is
questioning and revealing new cross-functional roles, leading to
the ongoing negotiation between different professionals, on mobilization on
results rather than on the application of professional skills and to new
inter-company relations. Before providing details on management of
projects, it is necessary to ask the following question: Why adopt the
project management and what are its contributions to management
companies?

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 I- Theoretical and conceptual framework of project management
1- Definitions:

Project management:

Project management is "a set of methods and techniques created

for the design, analysis, and management of temporary activities, strongly
irreversible, non-repetitive, carried out under time constraint, engaging
rare and limited resources

Also, it is the set of tools, techniques, and methods that allow the leader to
project and its team to lead, coordinate, and harmonize the various tasks
executed as part of the project. It combines project management and direction of
Project. Project management is the set of management tools necessary for
drive the project in terms of technical performance, quality, control of
costs and time management. We are here in the methodology. The management
The project is tasked with setting objectives and providing the appropriate means to the
project dimension for its optimal implementation. These objectives are strategic,
political, organizational, and human.

Project:

The term 'project' represents the idea of projecting forward (in front of oneself), to project (oneself).

This representation appeals to a linear conception of time, 'a before, a

a pendant, after

According to AFNOR/AFITEP, a project is a "unique process that consists of a

set of coordinated and controlled activities with start dates and
end, undertaken with the aim of achieving an objective in accordance with requirements, including the

constraints of deadlines, costs, and resources.

2- Differences between operations and project:

By distinguishing the concepts of "operation" and "project", the specificity of the project
asserts itself. It is about understanding the specificity of a new activity by comparison

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with a known and already analyzed activity. The characteristics of the operations are
known in management since the early 20th century. The operation defines the
production, sales, or administration activities, and the project activities of
design and development. The project exists chronologically upstream of
the operation. In the case of a product, the operational activity extends over the life cycle,
between the product launch and its withdrawal, while the project cycle is short
from the birth of the product idea to the arrival of the product on the market.

3- From project management to project leadership:

Operations Projects

Repetitive environment, organization Unknown environment, innovative,

stable temporary organizations

Recurring process, decisions Historical process, decisions

reversible irreversible

Low uncertainty: variables Strong uncertainty: variables

endogenous, regulated actions exogenous, uncontrollable,
degrees of freedom

Difficulty: quick intervention Difficulty: managing a "jump into

in case of blockage the unknown complex

The term project management represents the classic approach, developed

in the 50s-60s for American military or space programs,
but also in sectors that traditionally operate in mode
project, like construction or major works. The emphasis is mainly placed on the

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tools and methods for structuring a global project into sub-projects
interconnected, task planning, anticipation, and control of
resources, costs, and deadlines. It is therefore primarily a task
forecasting, incorporating a technical and contractual understanding of the project

In contrast to project management, which, as its name suggests,

limit to the management applied to the system that is the project, the management of
The project integrates all strategic, political, and definitional aspects.
objectives and purposes.

The concept of project management is the synthesis of the two notions.

previous ones, including both project management and project direction. The term
management has too much the sense of static balancing, and refers more to
to daily management. On the other hand, the notion of 'project management'
rather go in the direction of undertaking, taking risks, disrupting
the processes, or to advance an environment.

The golden triangle (Quality, Cost, and Time):

When it comes to choosing how to approach a project, there are 3 notions.
fundamentals that need to be known and evaluated: quality, cost, and time.

Quality: It refers to the care taken in functional execution and

project technique. A mediocre quality project will meet the needs
immediate needs of the client, while allowing for a certain number of shortcuts. A

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 A quality project will have been specified to cover certain future needs
identifiables, and will offer suitable ergonomics, performance
homogeneous, a studied scalability, comprehensive documentation.
Cost: A client is willing to spend a certain amount for a project
given. The value of the project can possibly adapt to a certain
number of criteria, but there is certainly a threshold beyond which it is
impossible to make it profitable. The concept of cost includes both expenses
of study (depending on the time spent on functional specifications and
techniques) and execution (depending on the number of developers
necessary, the equipment made available to them, the presence of a team of
testing and validation, ...), that the operating costs (necessary equipment
to run the project in production, operator's salary of
maintenance, ...
Deadline: Knowing how long a project should take is not
not easy, even if it is part of an engineer's job. Some projects
are neither urgent nor even important, but they necessarily involve a
deadline from which they become void.

5-The models of project organization:

Beyond the numerous project typologies, the project organization models

are part of different traditions.

The entrepreneur model: In this model, the project is identified with the
birth and development of a company driven by the figure of its
founder. The main economic mechanism of this model is the
ownership of the exploitation rights of the future product or service.
The standard model of the Project Management Institute (PMI): The conduct
the project is formalized and contracted through tools that the PMI has
himself contributed to standardize and disseminate through a normalization of
process and certification of project managers
The sequential project management model: The organization of this model
the project of the manufacturing company is based on: 1) an integration into
the company of most of the expertise necessary for development of the

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project, 2) on a separation of expertise between different professions and 3) on
a procedural and hierarchical coordination of professional expertise in view
to carry out the project.
The model of concurrent engineering (CE): CE leads to the
transversality of historically functional organizations. Reduce the
deadlines do not consist of reducing existing schedules in a way that
homothetic. The IC anticipates certain tasks and decisions to delay until
maximum those that engage heavy and strategic resources.

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 II- Contributions and aspects of project management

1- Aspects of project management:

The aspects of project management are interesting, they provide a vision

overall knowledge that a project manager must master to successfully complete their project.

Management In project management, cost management

of the consists of tracking the evolution of costs over the

project and compare it to the cost curve
costs
forecasts

Management Deadline management involves comparing

the progress of the project according to the established schedule.
deadlines

Management of Project quality management includes the

the process and the activities of the implementing organization

who determine the quality policy, the objectives and the
quality
responsibilities, in such a way that the project meets the
needs for which it was undertaken.

Management It is an important point in management

of the collective projects. Having a human capital

competence is fundamental to successfully completing a project
resources
in all its aspects (Quality, Cost, and Deadlines).
humans

2- The contributions of project management:

Project management as a mode of organization has brought a lot to
companies. We can cite:

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Reducing timelines and costs: Several examples show that
the introduction of a project management approach allows for a reduction in
time allocated to development and production processes.
New motivation levers for employees: Participate in a project
contributes to strengthening both identity and social belonging
Opportunities for individual and collective learning: Every project is
a source of ongoing learning, the knowledge of the participants
increasing as the project progresses. A project
Transversal also constitutes an opportunity for collective learning.
Better mutual recognition: The implementation of projects
transversal within a company also allows for the generation of a form
of mutual recognition among the different representatives of the bodies
of profession (even among the different hierarchical levels), by giving
the opportunity for individuals to overcome certain biases.
Increased internal mobility opportunities: The possibility of integrating a
the project can bring to those who participate the challenge of novelty,
dynamic and teamwork, enriching new contacts
techniques and humans, which make it a powerful factor of motivation and
training.

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 III-Participants and project life cycle
1-The different stakeholders of a project:
Whatever the organization that arranges their relationships, the size of the project or its mode
In project management, the stakeholders are more or less always the same. Only their
name varies.

The performance of projects depends on a demanding involvement of the stakeholders. A project

of a certain magnitude leads its manager to recruit collaborators, to
to structure a team, to manage its growth, then its dissolution, to mobilize
external networks to the team, managing crises and conflicts, moving from one phase
from creativity to a streamlined development phase.

In order to ensure optimal implementation of the project, the General Directorate has for
mission of:

The project manager has several tasks:

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The project team is tasked with:

2-The life cycle of a project:

Every project goes through a phase of identifying needs where the main goals are set.
orientations and objectives then a phase of preparation and planning where
determine the constraints and the means, then by an execution phase and finally,
through a phase of monitoring and control. There are management tools for
each of the phases.

The project is an activity that is marked by milestones. Milestones are predetermined benchmarks.
where the progress of the project is collectively verified.

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Conclusion

Project management has generated new problems, dysfunctions

existing at different levels, including staff burnout, difficulties
accrues coordination and communication, a tendency to escalate
commitment and difficulties in acquiring new skills necessary for
radical innovations.

Project management raises the issue of innovation. It is focused on a goal.

precise with short deadlines and allows for quick recombination of knowledge
existing favorable to incremental innovations. On the other hand, the focus on
the short term tends to favor applied research at the expense of research
fundamental.

The introduction of a 'project-based' organization may encounter many obstacles.

in companies determined to adopt this type of operation. This form
Organization involves in particular empowering all members.
of the same project that have not necessarily learned to evolve in this type
of context. This leads to difficulties in communication and coordination.
qui ne tiennent pas seulement aux tensions interpersonnelles ou à la
misunderstanding of others' professions. The expression and convergence of
Technical knowledge is not spontaneous because it is realized outside of
their usual context: for example, we will ask technicians to
give their opinion on models or business plans. He can then
create phenomena of misunderstanding between the actors collaborating on
a joint project. Project organization therefore requires a certain level of maturity
on behalf of all stakeholders of the company in the face of the establishment of a
new work culture based on learning of cooperation
transversal. Generally, it takes several years for this change to
culture operates. This long duration of adaptation can be detrimental to the early.
initiated projects that risk in a way to 'test the waters' of processes
maturation.

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Bibliography

1-Declerck R. P., Eymery P. and Crener M. A., 1980, Management

strategic project management, ed. Men and techniques.

2-Ecosip (Economics of Integrated Production Systems), Giard V. and

Midler C. (dir.), 1993, Project Management and Businesses; Diversity and

convergences, Paris, Economica

3-Gareis R., 1989, 'Management by projects, the management'

approach for the future", International Journal of Project Management,

vol. 7, no. 4, p. 243-249

4-Garel G., 2003, Project Management, Paris, La Découverte, coll.

Milestones.

5-Gilles Garel, "What is what the management of

project?", Social Information, 5/2011 (n° 167), p. 72-80.

6- Project Management. Principles and practices, afnor, 1998.

7-Buttrick R., Project Management [The Project Workout], trans. A.-M. de

Nailly, World Village, 2005.

8-Kazerbrouck J.-M., Performance in management of

projects, doctoral thesis, 1992.

9-Kerzner H., Project Management, John Wiley & Sons, 1998.

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