INTRODUCTION A

PROJECT MANAGEMENT

Abdoul Aziz KANE

Project Management Trainer
Associate teacher at CESAG
 SUMMARY
Definition and characteristics of projects
Project dimension
Stages of a project's life cycle
Introduction to the management approach
results-oriented (RO)
The project design tools
The types of planning (strategic and
operational)
Monitoring and evaluation
 PROJECT DEFINITION

Every human activity is a project, whether it

whether involuntary or voluntary.
Any project is comparable to an adventure, a
journey into the unknown, therefore into the uncertain.
But it is an unknown bearer of hope and
of socio-economic well-being.

Abdoul Aziz KANE 3

 PROJECT DEFINITION
To undertake this long journey full
of uncertainty, one must necessarily define
first its destination, its landing point in
asking us the question 'Where are we going and
why?
The definition of this destination and everything
what this implies is nothing other than the
definition or the identification of a
strategic orientation.
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Abdoul Aziz KANE
 PROJECT DEFINITION
Then, once the destination is set, one must
strive to outline the trajectory to follow for
to succeed.
This leads us to ask the question of
to know "how to reach the destination? And
When will we arrive at our destination?
The answer to these questions leads us to
develop an operational planning.

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Abdoul Aziz KANE
 PROJECT DEFINITION
Finally, once we know how
arriving at the destination, we have left only
what to answer to the question of knowing:
«What are we going to achieve this with? »
From then on, we evaluate the means by which we
we need to undertake with peace of mind
our adventure.
It is the budgeting of the project.

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Abdoul Aziz KANE
 PROJECT DEFINITION
Project management manuals
use certain concepts on which it
It is convenient to agree.
Some definitions are proposed.
A project is a set of elements
integrated to achieve a goal,
according to a predefined plan.
Baptiste
DEFINITION OF A PROJECT

A project is a set of means

(physical, human, and financial) put in
work in a coordinated manner with the aim of the
achievement of a previously set objective.
A project is time-limited.
([Link])
 PROJECT DEFINITION

A project is a complete set

of activities and operations that consume
limited resources (labor,
devices, ...) and which we expect (individuals,
groups, social classes or community
entire) of income or other benefits
monetary or non-monetary
(Michailoff)
 PROJECT DEFINITION
A project is a specific, new action.
who structures methodically and
gradually a reality to come, for which
we do not yet have an equivalent" (AFNOR)
–« Le projet est un ensemble d'actions à réaliser
to meet a defined objective, within the framework
of a specific mission, and for the achievement
of which not only a beginning has been identified,
but also an end" (AFITEP, Dictionary of
project management

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Abdoul Aziz KANE
 PROJECT DEFINITION

Although definitions vary widely according to

the authors, we can identify five (5) elements
keys, regardless of the nature or type of project:
One or more goals
2. results to be achieved,
3. activities to be carried out,
4. With limited means or resources,
5. According to a duration or a limited time (a
start and an end for a project.
 PROJECT DEFINITION

The elements of this definition translate the

intervention logic in the hierarchy of
The objectives are presented as follows:
if the means (resources) are available, we
can undertake the activities;
Thanks to the activities carried out, we obtain the
results;
once the results are obtained, we seek to
achieve the specific objective or goal of the project;
Once the specific objective is achieved, it will contribute
in achieving overall objectives or purpose.
 CHARACTERISTICS
Character of uniqueness
The product or service of a project is
unique or has a characteristic of uniqueness.
The product or service can be unique,
even if it is part of a set
important.
Let's take an example: an apartment
in a residential property.
 CHARACTERISTICS
Limited duration: Every project has a beginning and an end.
explicit end.
Objectives: Each project must include
clearly defined objectives that allow for the
satisfaction of a specific need and
particular.
 CHARACTERISTICS
Novation: Novation is always present in a
project because the product of the project is always new.
The novation can be partial if the final product of
two projects are similar but the execution of the project
can be completely different.
Example: building a highway
What is new every time is the
particularities of the terrains crossed (layers)
geological, natural accidents such as rivers,
, hills..., type of rural, urban habitat, etc..) that make
from each highway a new project.
 CHARACTERISTICS
Of uncertainty
In every project, there is a part of uncertainty related to
unit character but also to the environment
exterior that can be difficult to grasp.

Example: construction of a tunnel

It is difficult to predict exactly in advance the hardness.
materials that we will encounter and this gives a
uncertainty about the progress speed of the work.
 CHARACTERISTICS
Constraints of time, quality, and cost:
the constraints are equivalent, but this can
diverger suivant le type de projet .
A multi-skilled team work
It is very rare to find a project that doesn't
involving only one profession: in
In many cases, the implementation of a project mobilizes
several trades or several
skills.
 Project Typology

The growing importance of projects in life

The economic growth was accompanied by a proliferation.
of the term "technical" supposed to translate a
categorization of projects.
However, the lack of objective, measurable criteria
and sufficiently distinctive, does not allow for a
rigorous classification of projects according to these
categories.
 Project typology

According to the branch or the relevant economic sector,

we can proceed to a specific classification:
Industrial projects
Agro-industrial projects
Infrastructure projects (roads, airports, ...)
Rural development projects
Mining projects
Cultural projects
Social projects, etc.
 Project Typology

According to the size of the project and the impact of its cost,
we will distinguish:
Megaprojects characterized by their gigantism
pursued objectives and the means implemented, the
complexity of management, resorting to methods of
sophisticated (Cayor Canal, Toll Highway,
Diass Airport...
•Microprojects or Microrealizations, on the contrary, are
distinguished by their limited wingspan. Very often, it
These are operations carried out by the populations
who are the beneficiaries (market gardening)
by a GIE).
 Project typology

According to the economic rationality of the project, we

can distinguish:
Productive projects: they are focused on the
market, value-added creators and aim
an economic profitability to achieve a
they produce goods and services
merchants.
 Project Typology

Non-productive projects: the priority object is

less an intrinsic profitability than the
competition in pursuit of goals
macroeconomic or development.
Non-productive projects stem from the
necessity to create an environment
favorable economic development
other activities.
 Project typology
According to the personality of the client, we
distinguish
Public projects (their sponsor is
generally the State, the Local Authorities or
their dismemberments;
Private projects (they are the work of individuals)
physical or moral private law.
 Project typology

Public projects, like private ones, can focus on

the same type of operations (school, hospital, service of
transport
However, the public project generally responds to
imperatives of socioeconomic order.
The flexibility of management is lower, especially
when the state's resources are involved.
She relies on transparent management rules.
with the obligation to account for their use.
 The dimensions of the project
Regardless of the specificity of a project, it is possible to
conceptualize its realization in a three (3) universe
dimensions :
1. The technical dimension, where one is concerned with the
quality of the deliverable of the project;
2. The time dimension, where one is concerned with
time required to complete the project;
3. The cost dimension, where one is concerned about effort
financier to consent to carry out the project.
 The project triangle
A project is subject to a constraint in
each of these three dimensions that constitute
the parts of the project constraints triangle.

Triptych QCD of global quality

–Q: technical and technological quality
(performance)
-C: financial quality (cost control),
D: temporal quality (mastery of deadlines).

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 The project triangle
You can have a quality project, executed
quickly or at a good price. You have the choice
between two of these parameters. Thus would speak a
engineer to his project manager.
In other words, each project corresponds to
a "triangle" of these parameters: you do not
you cannot change one without affecting at least
one of the others.
The project manager's job is to prevent
that the entire triangle does not disintegrate.

ISTIA EI3 Project Management 27

 The project triangle
Important element: there is no universal standard.
for quality. Indeed, for any given project, the
quality is defined within the project itself.
For some companies, maintaining the project
dans les limites du budget est la plus importante
measurement of quality.
For others, it will be about respecting the release date
on the market.
A project manager must know the definition of the
quality within its company and for its project
specific.
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 The project triangle
Variation around QCD criteria

Quality or performance

Deadlines Costs
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 The project triangle
None of the QCD objectives are achieved.

Quality or performance

Deadlines Costs
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 The project triangle
Non-compliance with costs

Quality or performance

Deadlines Costs
31
 The project triangle
Non-compliance with deadlines

Quality or performance

Deadlines Costs
32
 The project triangle
Non-compliance with performance

Quality or performance

Deadlines Costs
33
 The project triangle
Achievement of all objectives: products
technically mastered
Quality or performance

Deadlines Costs
34
 Project dimensions

From the perspective of project management, a project

is a success when the deliverable is produced
in accordance with the client's expectations,
within the allotted time and
Of the project's execution budget.
The table below illustrates the main reasons
which explain the failure in each of the three
dimensions.
 The dimensions of the project (1)
DIMENSION TIME DIMENSION COST DIMENSION
TECHNIQUE
The lack of An excessive fixation The difficulties
communication with the on performance met
client technique
An excess of optimism An excess of optimism during An excess of optimism
during the design from the design during the design

Errors of Estimation errors Estimation errors

conception
Technical errors The unavailability of Management errors
during the realization resources at the moment
wanted
 The dimensions of the project (2)
DIMENSION TIME DIMENSION COST DIMENSION
TECHNIQUE
Management errors The lack of motivation Discounts granted to
of the staff client without modifications
specifications
techniques
A underestimation A underestimation A change to the
deliberate of time deliberate of the cost of increase in specifications
and/or the cost project realization techniques without
necessary for the significant adjustments
project completion in the cost dimension
A change to the An underestimation
increase in specifications deliberate of the cost of
techniques without project realization
significant adjustments
in the dimension of time
 General management principles

MANAGING means leading dynamically, in a

given environment that must be mastered
complexity, activities aimed at achieving one or
several objectives.
This conduct of activities is made possible
thanks to the resources made available to the
manager and that this one channels thanks to his
choice towards achieving goals.
 General management principles

From a very pragmatic angle, the

product models have the function
to equip those who are on the ground,
involved in projects to exercise some
roles of managers, administrators and
of administrators, thus accomplishing
various activities of which the nature and scope
variant.
 General management principles

Activities related to Management

governance of an organization, of a
projects) are related to the Management
General of the entity.
They are linked to what constitutes reason.
to be of this entity and they aim to it
allow to fulfill its mission and to the
drive towards its ultimate goal: they have a
strategic objectives and are often linked to
human aspects.
 General principles of management

Activities related to management

organization or a project are rather
related to resource allocation
and related to the responsible instances
to operationalize the mission of the entity.
The head of a project responsible for executing the
planning is the project manager
and the main responsible for the aspects
operational aspects of the project implementation.
 General management principles
The activities related to the Administration are
related to mechanisms, processes and
procedures that govern activities and
are dispersed in their execution between
all members of the entity.
It should be noted that the activities
of Management and Administration, in
individuals, present characteristics
communes.
 General principles of management

All are linked to performance of a

working group.
The manager, like the manager, is
somehow the catalyst, the leader
orchestra that facilitates the realization of
activités.
Both are concerned about the
search for overall efficiency.
 General management principles

The traditional functions of the manager and of

managers are functions
interdependent: Planning, Organization
Direction/Coordination, Control - Evaluation.
These functions are exercised according to a cycle.
continue (I cannot assess what I do not have
previously scheduled), as much as these functions
are iterative (I can plan the coordination,
évaluer la planification, planifier le contrôle,
etc...)
 General management principles

These functions are carried out with great

rigor and with the help of various tools,
techniques and methods.
They also train with an 'Art'
appropriate for situations.
 General Management Principles

To fulfill its mission, the manager

has tools, techniques and methods that he
must be used wisely.
He also "practices" management, his
practice (that is, the set of its
behaviors) being largely
conditioned by her personality and by
the environment in which he acts.
 WHAT DO WE MANAGE WITH?
WE HANDLE WITH:
• TOOLS THAT REQUIRE USE:
KNOWLEDGE (KNOW-HOW)
SKILLS (KNOW-HOW)
• CONNECTED PRACTICES:
–ON THE BEHAVIOR (KNOW-HOW – BEING) OF THE MANAGER
AND WHO ARE INFLUENCED BY
HIS/HER PERSONALITY
THEIR ENVIRONMENT.
Stages of a project life cycle

Every project necessarily goes through a

succession of stages called steps varying
according to funding organizations of
development.
These steps can be grouped into three
three main phases, to which we can
associate management tools.
Phases and stages of a project's life cycle
PHASE STEPS

CONCEPTION Indentification
PLANNING Preparation - Programming
Appreciation (ex ante evaluation)
Negotiation and financing
EXECUTION Implementation of activities
IMPLEMENTATION Operational Planning
Mid-course evaluation
EVALUATION AND Final evaluation or retrospective
CLOSURE Project closure
Long-term impact assessment
(prospective)
SCHEMA OF THE PHASES OF THE PROJECT LIFE CYCLE

Funders
Beneficiaries
Suppliers
Clients

CONCEPTION PHASE

Means Activities Results Objectives

to mobilize to be done to reach

Environment
Environment

of the EXECUTION PHASE of

Means Activities Résultats Objectives

projects
projects

mobilized carried out reached reached

EVALUATION MONITORING PHASE

STAGES OF THE PROJECT CYCLE AND MANAGEMENT TOOLS

PHASES OF THE PROJECT MAIN TOOLS OFFERED

Environmental analysis
Problem tree
PLANNING Objectives Tree
CONCEPTION Logical Framework
Feasibility study
Budget
Logical framework
Work breakdown structure
EXECUTION Gantt chart
IMPLEMENTATION Monitoring dashboards
Execution report
Budget
EVALUATION Logical framework
Budget
ENVIRONMENTAL ANALYSIS

Experience has shown that the success of a project

is associated not only with sound management
internal, but to effective interaction between the
project and the critical factors of the external environment.
A good understanding of the project's environment
bring the manager and his team to take
a valid decision that influences a
realistic progression towards goals
achievable.
 ENVIRONMENTAL ANALYSIS
To clarify the concept of environment, it is often
tendency to consider the environment as everything that
who is 'outside' the project.
This vague definition distinguishes between:
–the internal elements of the project on which the
the manager exerts a direct control and
–the external elements that escape its control.
However, this two-dimensional design hinders the
effective management of a development project, whose
success depends significantly on the ability of the
manager to influence certain elements deemed
uncontrollable external environment.
ANALYSIS OF THE ENVIRONMENT

As a result of this definition, the manager

spends most of his time on activities
internals, by ignoring exogenous factors because
since the latter are by definition
uncontrollable.
To facilitate the implementation of this design,
tripartite redistribution of the environment can
to be established.
This defines the three types of environment
following:
ENVIRONMENTAL ANALYSIS

The controlled environment.

This first type is the internal environment of the project,
the one who is under the direct control of the manager
and his team.
We find all activities that the project,
by means of its own resources, can
to undertake himself to carry out the activities
specified (operational level).
Exemple : formation, construction d’un puits,
implementation of a dissemination system, etc.
ENVIRONMENT ANALYSIS
The environment has influenced.
It includes groups of external stakeholders.
the controlled environment of the project, but whose
actions can have a significant impact on the
smooth execution.
These groups, although escaping direct control
of the project manager, are susceptible to varying degrees
several beings to be influenced:
funders
government agencies
associative movements
professional organizations, etc.
ENVIRONMENTAL ANALYSIS

The context to be aware of.

This type of environment contains the factors
where actions have an impact on the course of
project, but which cannot be controlled, nor
influenced by the execution team.
It is about seeking to understand these factors in order to
to assess their likely effects on the execution of
project and take it into account during its
management.
ANALYSIS OF THE ENVIRONMENT

One can mention: the social institutions and

cultural, the structuring of the economy
national, the international market, the system
politics, technological influences, the
geographical conditions, etc.
Each project has its own specificities;
consequently, for any given project, the importance
The relative of each type of environment varies.
ANALYSIS OF THE ENVIRONMENT

(3) THE CONTEXT TO KNOW

The environment has influenced

THE CONTROLLED ENVIRONMENT

Elements under the direct control of the manager

The project can negotiate with the relevant entities to influence them.
in her favor

The project reacts according to the impact of these elements.

but he has no influence over them.
ENVIRONMENT ANALYSIS

In the case of a rural development project

integrated, the manager is often confronted with
a situation where his level of direct control is
very limited.
But success will depend on the actions of
many organizations that are supposed to work
in collaboration with the project.
Here, the environment to be influenced will take a
fundamental importance.
ENVIRONMENT ANALYSIS
Management tools help the manager
to master the controlled environment.
As for the recognition of
the environment, the manager is interested
first to the environment to influence and,
Secondly, in the context to be understood.
Contacts :
•Mobile : 77 644 22 78 / 77 889 79 69
•E mail : [Link]@[Link]