MANAGEMENT OF

PROJECT
ISET RADES - MASTER IN COMMERCE AND DISTRIBUTION 1

Mrs. Fatma KALLEL

before
related
s with
 Chapter 3 –
The success of a project does not rely solely on technical expertise. Management tools
and management tools (the Gantt chart, the Pert...). The key to of Project
success depends greatly on the project manager's ability to optimize
The meeting, strategic tools
the key phases of communication and coordination between the project management
affected instances. To this end, the meeting is a key moment of the
project management as it requires knowing how to work and decide in
common with the concern for saving everyone's time and energy.

3
Objectives Chapter 3 -
. Plan appropriately the necessary meetings for the launch and Management tools
on the progress of a project. of Project
. Organize each meeting considering its objectives The meeting, strategic tools
specific, of the necessary duration and the contributions of each. project management

. Animate meetings by mastering the presentation phases, the phases

of exchanges, decision phases, and situations of divergence.

4
 Chapter 3 –
To organize a useful meeting, one must: Management tools
Set a date; of Project
2. Choose the right participants; The meeting, strategic tools
project management
3. Set the objectives of the meeting: agenda + round of discussions

subjects before starting ;

A report must lead to specific action objectives.

5
The different types of meetings
1. Work/technical meeting: Discuss the actions to be taken Chapter 3 -
work. Establish a functional diagram. Management tools
2. Site/Lab Meeting: Steering meeting, assessment of of Project
the progress of actions.
The meeting, strategic tools
3. Internal meeting: The work is distributed among different departments,
project management
Everyone presents their progress to the group and validates their objectives.

4. Stand-up meeting: To discuss their progress and their

blockages

All meetings are followed by a report to formalize this.

what there is to do

6
The content of a meeting minutes

Objectifs de la réunion, date de la rencontre, liste des présents, tierces Chapter 3 -

persons (in copy) who did not participate, topics discussed (Information, Management tools
decisions, actions), date and place of a potential next meeting and of Project
finally comments and general assessments.
The meeting, strategic tools
project management
. Coherence: The CR model is standard
. The details of the objectives: action/deadline, the table of specific objectives.
. The follow-up: Start with the validation of the objectives of the CR
previous.
. The speed of action: The report is sent to the participants and
to the absentees within 48 hours

7
Chapter 3 -
Management tools
of Project
The meeting, strategic tools
project management

8
. Even before starting a project, the challenge to tackle is to define its scope.

and to prepare it. For this, we use different documents: letter of

Chapter 3 -
mission, specifications, scoping note and project charter.
Management tools
of Project
. It is on the project charter that we have chosen to work, because it

constitutes the best way to have a global vision before The project charter

start.

. Let's ask ourselves three questions:

. Why write a project charter?

. Who is responsible?

. What is its content?

9
Why the project charter

Chapter 3 -
Management tools
of Project
The project charter

10
 Why the project charter

. The charter justifies the project's purpose: it allows for its description of the.
Chapter 3 -
expected and the impact that is aimed for.
Management tools
. It describes the deliverables and the budget: these are the resources withoutof Project

without which the project cannot exist.

The project charter
. It supports decision-making and allows all stakeholders

to clearly see their role, it is also a communication tool.

. She formalizes the existence of the project and gives the project manager the authority.

to engage resources. It is a 'contract'.

. She also anticipates its progress and its main deadlines,

but in broad strokes, without going into details.

11
 Who writes the project charter

In theory, it is up to the client to take care of developing it; otherwise, Chapter 3 -

an expert. But, in practice, the project manager once he has Management tools
reçu sa lettre de mission joue souvent le rôle principal. Ce qui ne of Project
does not prevent him from working closely with the client.
This validates the proposed deliverables, clarifies the priorities. The project charter

strategic, the major deadlines and approves the budget.

For the drafting of the charter, we must also go around the

stakeholders to obtain data: the environment,
planned technical solutions, risks and opportunities.

12
Project charter template

Chapter 3 -
Management tools
of Project
The project charter

13
 Project charter content

. First, like all reference documents, it must be specified:

Chapter 3 –
. Who wrote it; Management tools
. Manage successive versions and modifications; of Project
. And formalize their validation.
The project charter

Now, let's move on to the content itself. Here is the table of

subjects: after a summary that recaps the essentials in format
Executive summary, two parts, one for framing, dedicated to
objectives and deliverables and the second on the progress of the project.

14
 Project Charter Content

. First, like all reference documents, it is necessary to specify:

Chapter 3 –
. Who wrote it; Management tools
. Gérer les versions et modifications successives ; of Project
. And formalize their validation.
The project charter

Now, let's move on to the content itself. Here is the table of

subjects: after a summary that recaps the essentials in the format
Executive summary, two parts, one for framing, dedicated to
objectives and deliverables and the second on the progress of the project.

15
 Project charter content

The first part is dedicated to the framing, the expectations, and the specifications. Chapter 3 -
charges, briefly on the deliverables. After a presentation of the context, we Management tools
explicit the objectives of the project and examine its profitability for of Project
justifying its existence: this is the Business case. It enumerates the reasons
The project charter
for which the project is launched, the expected benefits, the costs
predictable, and the strengths and weaknesses. Its synthesis is summarized on a

SWOT analysis. Finally, we need to revisit the specifications, we have here

the exhaustive list of deliverables: products, services, documentation.

16
 Project Charter Content

Chapter 3 –
The second major part of the project charter is the 'how', the Management tools
the progress of the project. Its three sections are devoted to: of Project
. Define the roles and responsibilities, project management, and its budget;
. The time with the main milestones; The project charter

. And finally the risks and opportunities.

17
 Chapter 3 –
Before starting the realization of the work, it is necessary to
Management tools
take the time to break the project down into tasks in order to plan
of Project
the execution of these tasks and to define the resources to be mobilized (it is the
The project planning
project assembly phase

Indeed, project schedule management is part of the techniques of

the most essential and important project management
many people mistakenly think that scheduling management is the
project management

18
A good planning informs about:

 The people responsible for each aspect of the project Chapter 3 -

Management tools
 The approach adopted
of Project
 The main deliverables of the project

 The key milestone revenue calendar. The project plan

19
Project planning involves four dimensions:

A structural dimension that involves breaking the project into

Chapter 3 -
activities, to specify the exact content of these activities and to
Management tools
regroup in a structure corresponding to the strategy of of Project
management planned for the realization of the project.
The project plan
An operational dimension that involves determining the duration

of the different activities, to define the arrangement of these activities

unite with each other and to establish a provisional schedule of
execution indicating the moment when each one must be carried out
given the imposed deadlines. (the scheduling)

20
-An organizational dimension consisting of choosing the

different stakeholders and to define their function and role on one hand
respective in the implementation of the activities constituting the project, and
Chapter 3 -
on the other hand, the relationships between them.
Management tools
of Project
-A budgetary dimension consisting of evaluating the cost of each
The project schedule
activity and the indirect costs related to the project, to check if the
the allocated budget is adequate and to be distributed among the activities and the

participants, to anticipate cash flow movements during the

realization you project.

21
1. Define the objective to be achieved (formalized in a document that
called the functional specifications document that must be validated by
the client
Break it down into sub-parts Chapter 3 -
Management tools
. The functional diagram
of Project
3. Define the steps to accomplish it
. The work breakdown structure (WBS), the responsibility structure (OBS), The project planning: Its
steps
The RACI matrix

. The PERT

. The GANTT
4. Specify the means
. The budget

5. Identify and manage risks 22

The functional specifications document

. This is the reference document of the project that defines the need it addresses.

Chapter 3 -
the project (with respect to the client), where we define the objectives to be achieved and who

define the scope of the project. Management tools

. The specifications aim to define and have validated by the client the
of Project
specifications for a product or service to be carried out.
The specifications
. But: define the functions for which the project serves/ We think in terms functional

in terms of needs - what do we need?

. From the perspective of the Quality-Cost-Time triangle, we are working on

the specifications / the quality (what is expected from the project, from the deliverable and

the services he will provide).

23
Example of functional diagram

Chapter 3 -
Management tools
of Project
The specifications
functional

The functional diagram allows understanding the need,

meet the end users, explore what they need
before moving on to the solutions 24
Define the work packages

From a 'functional' or 'result-oriented' logic: functional specifications

Chapter 3 –
(one wonders what the final result is?, what is it for) to a Management tools
work logic: To-do list (how do we do it?). of Project
It is necessary to create a task organizational chart or diagram.
The lots and responsibilities
Work Breakdown Structure (WBS)

The WBS is a tool for breaking down the tasks of a project into
subtasks in the form of a diagram.

25
Define the work packages: how to break down the packages

We start from the overall task that corresponds to the final deliverable (task to
Chapter 3 –
to accomplish) which must be at the top of the diagram, then we analyze Management tools
proceeding by successive breakdowns of tasks into subtasks, of Project
then we reapply the principle to the subtasks. In the end, we have what we
The lots and responsibilities
call a workload.

At the bottom of the diagram, we should end up with batches:

Manageable: each lot can be assigned to a manager

SMART: each lot must be Specific, Measurable, Accepted, Realistic.

(and Ambitious) and well defined in Time.

26
Define the work packages: how to break down the packages

Example of a task flowchart or diagram of

work or WBS for the construction of a house Chapter 3 -
Management tools
of Project
The lots and responsibilities

We divided it into three lots and then into sub-lots. For example, the lot definitions are
was divided by meter: electricity and painting.
The lot foundations were divided into two sub-lots by chronological order: cut and 27
clear the land and then dig the foundations.
Define the work packages: how to break down the packages

1. At the top, the overall task of the project (the final Chapter 3 -
deliverable),

2. Analyze: successive decompositions Management tools

Logic of subdividing the sub-lots
Project
• 1/job, or 2/location, or 3/supplier, or 4/function, or Lots and responsibilities
5/time ...

Each final batch is manageable

– A manager

– A SMART deliverable

28
Define work packages: Assign the packages to managers
(NOTE: Responsibility Diagram)

Once the task breakdown is complete, we move on to the diagram.

Chapter 3 -
OBS (Organizational Breakdown Structure) or Diagram Management tools
responsibilities. of Project
Subsequently, it is about allocating these work lots to the different stakeholders.
of the project. The prizes and responsibilities
We will ask a series of questions such as:
• Who will do the work?
• Who coordinates and thus assumes responsibility for the result?
• Who should be consulted before starting?
• Who should be informed of the result (after)?
• Is the person competent?
• Is the distribution fair?
29
Define the work packages: Assign the packages to responsible individuals
(Note: Responsibility Diagram)

Chapter 3 -
Management tools
of Project
The lots and responsibilities

30
 Why the project charter

. The charter justifies the project's purpose: it allows for its description of the.
Chapter 3 -
expected and the impact that is aimed for.
Management tools
. It describes the deliverables and the budget: these are the resources withoutof Project

without which the project cannot exist.

The project charter
. It supports decision-making and allows all stakeholders

to clearly see their role, it is also a communication tool.

. She formalizes the existence of the project and gives the project manager the authority.

to engage resources. It is a 'contract'.

. She also anticipates its progress and its main deadlines,

but in broad strokes, without going into details.

11
The RACI matrix

Is composed of: Chapter 3 -

. lines containing manageable and SMART lots
Management tools
of Project
. columns identifying the different actors of the project

. intersection cells between rows and columns that The RACI matrix

can be empty or contain one or more of the roles

RACI except for R (responsible) which must exist only once
per line.

32
The RACI matrix

Chapter 3 -
Management tools
of Project
The RACI matrix

33
The RACI matrix

Chapter 3 -
Management tools
of Project
The RACI matrix

34
The RACI matrix

NB : Chapter 3 –
Management tools
 It should be noted that for small projects, there is no need to of Project
the RACI matrix; the OBS responsibility diagram is
The RACI matrix
sufficient to allocate the batches and distribute the responsibilities of
different actors.

 There are variants of the RACI matrix. In English, one can

find P.A.R.I.S, RASCI, RACI-VS, CAIRO, RAPID. But the
most used in PMI is RACI (French and English)

35
Plan… even without calculating
Chapter 3 -
Presentation
Mid-presentation
pathway
Final presentation
Management tools
Review the
Manual
of Project
Manuel the user
the user

Learn C++
The project planning: His
Launch of
project steps
VRPN Development of
Production of
architecture
contract
Meet the
clients Resources
Test
Create a
calendar
Product
final

• What is the most important step of the project?

• What are the busiest periods? 36
The PERT Network: Program Evaluation and Review
Technique (Technique for elaboration and updating of
program)
Chapter 3 -
. This is a diagram or a method for managing Management tools
the scheduling in a project. The PERT method consists of of Project
represent in the form of a graph, a network of tasks whose
The linkage leads to the achievement of a project's objectives. The PERT Network
. It was designed by the U.S. Navy in 1957 to allow
to coordinate the work of several thousand people to
to achieve the development of POLARIS nuclear warhead missiles. The
the initial schedule of the Polaris program was 7 years, the application of
PERT would have allowed it to be reduced to 4 years...

37
Organize the tasks, determine the critical path.. PERT

What is its interest? ...

.. a delay on the
critical path delayed
Dates as soon as possible
project deadline
. Speed up the path
critique allows to
finish the project more
fast

The critical path is

the path where ... Dates at the latest
earliest date = date at
later.…

38
Organize tasks, determine the critical path.. PERT

What is the purpose of the PERT diagram?

1. Determine the free margin = acceptable delay for Chapter 3 -
certain steps without delaying the project. It's the difference of Management tools
earliest and latest dates of a batch (task).
of Project
[Link] the critical path: it is the path on which the date
at the earliest = the latest date. So no margin. The PERT network
This involves monitoring the critical path, because if we take
A delay on the critical path means the entire project is delayed.
On the contrary, the project can be completed more quickly with this pathway.
critique if we take less time for a step. This is how
Optimizing the duration of the project.

39
The GANTT Diagram

It is one of the oldest tools of modern production management.

Chapter 3 –
It was created by Henry Laurence Gantt, an American engineer. Management Tools
collaborator of Frederick W. Taylor, in the early 20th century. of Project
Used since the 1920s as a planning technique
The GANTT chart
in production management, it will then be applied to management of
projects, of which it will become the most commonly used tool.

40
The GANTT Chart

The GANTT diagram corresponds to the calendar of Chapter 3 -

realization of a project. It easily allows for visualization. Management tools
the overall project with all the work packages. The work packages of Project
work is represented by bars
The GANTT chart
and the milestones (often meetings) in the form of diamonds.
In project management, milestone tracking is very important because it
helps avoid, among other things, the tunnel effect.

41
The GANTT Chart

Chapter 3 -
Management tools
Implementation schedule of Project
of a project
The GANTT chart
– Overview visualization
Lots of work
2. Milestones
– Permit:
• To identify existing margins on certain tasks
• the monitoring of project tasks in terms of progress or delays
piloting

42
The GANTT Chart

What is a milestone?
• An event associated with:
Chapter 3 –
– an update on the progress of the project Management tools
– an intermediate deliverable of Project
– approval by the decision-makers
• A meeting The GANTT chart
– meeting point between the actors: steering committee, team,
client, project manager..
– construction meeting
• Follow-up of the PDCA
– Compare Planned and Actual
• Go/No go: decisions
– ["continue","reorient","stop"]
– renegotiate the budget...

43
The GANTT Chart

EXAMPLE
Chapter 3 –
Operation A B C D E Management tools
Duration 15 5 1 7 3 of Project
Predecessor _ _ A A B,C
The GANTT diagram

44
Overall design and budget: the costing of resources

Chapter 3 –
3 types of resources Management tools
- Human Resources (personnel costs: management packages
of Project
projects such as the consumption of meeting hours... do not Budgeting
must not be forgotten

- Provision of premises, machines...

- Expenses, cash

45
Overall design and budget: the costing of resources

The budget serves to: (its uses) Chapter 3 -

• Summarize the necessary resources (it allows you to do the Management tools
total of all resources
of Project

• Evaluate the feasibility and validate it (if we do not have the resources we need) Budgeting

we need, what do we do at that moment to balance the budget:

revenues = expenses ?)

• Request and seek funding

The budget is a monitoring tool:

From the launch of the project, it is necessary to keep an up-to-date journal of

engagements (monitor resource consumption) 46

Project Management

Chapter 3 –
Once the design and assembly phases of the project are completed,
Management tools
de Projet
we must move on to execution and realization, so we
We will see governance, (the use of indicators, risk monitoring, Project Management
the analysis of variances) and finally we will see the closing phase of
project.

47
Pilot a project: check that we are on the right track for
Chapter 3 -
arrive at the final deliverable
Management tools
• Track progress using tools: of Project
– CdC => functions performed
The Project Management
– Workloads => % progress

– Gantt =>prévu/réalisé

– Budget =>% dépensé(permet le suivi à travers le pourcentage

of the budget that has been consumed

• Be proactive: anticipate, act before having problems

48
Managing a project
• Define, prioritize, monitor risks Chapter 3 -
- Detect and diagnose discrepancies (Find their causes: Time Management tools
insufficient, lack of training, unsuitable tools, no of Project
tracking, low motivation, non-SMART objective...
Project Management
- Overcoming gaps: Rescheduling more realistically
break down into simpler batches, SMART objectives, resolution of
problems...)
NB - Objective not achieved + cause not analyzed = Project stopped

49
The closing of the project

The closure of a project is essentially the end of its phase of Chapter 3 –

realization and delivery to the developer of the product that constituted
Management tools
of Project
the output and the purpose of the project. The closing of the project includes the

closure of the files related to the project and the reallocation of the The closure of the Project
personnel who participated. The fundamental objective of the process of
closure consists of terminating the contractual link between the organizations of
promoter and those of the agent for completed project.

50
The closure of the Project

The post-mortem meeting Chapter 3 –

• Do not finish without feedback.
Management tools
of Project
• Organize a final team meeting when the project is over.
I finished. The closure of the Project

• Send the questions on the agenda in advance.

51
The closure of the Project

Chapter 3 -
Management tools
of Project
The closure of the Project

52
before
related
s with
Example of
PERT Network

54
Example of
PERT Network

55
Example of
PERT Network

56
Example of
PERT Network

57
Example of
PERT Network

58
Example of
PERT Network

59
Example of
PERT Network

60
Example of
PERT network

61
Example of
PERT Network

62
Example of
PERT Network

63
Example of
PERT Network

64
Example of
PERT Network

65
Example of
PERT Network

66
Example of
PERT network

67
Example of
PERT Network

68
Example of
PERT Network

69
Example of
PERT Network

70
Example of
PERT Network

71
Example of
PERT Network

72
Example of
PERT Network

73
Example of
PERT Network

74
Example of
PERT Network

75
Example of
PERT Network

76
Example of
PERT Network

77
Example of
PERT Network

78
Example of
PERT Network

79
Example of
PERT Network

80
n front of
linked
s with
. Creating a Gantt chart involves several steps.

essential steps. Several

Example of
scheduler management softwareor project files are available
diagram
GANTT
on the markets and if they differentiate in certain points, they
nevertheless have a good number of features
common terms that it is necessary to know before starting
his work.

. The listed phases include all the elements.

essential to take into account.

82
. Step
era 1: The task list
Example of
. In the context of creating a Gantt chart, it is necessary to
diagram
start by listing all the tasks that will need to be GANTT
It is accomplished so that it can be carried out. At each of his

Tasks can have sub-tasks, actions

linked, which will together form the complete task. It is
essential to think about all the elements, even the most
insignificant: a forgetfulness can delay the entire realization of
project. This set of hierarchical tasks and subtasks
will be listed on the left side of the diagram.

83
. 2nd step: Resource allocation and load management
Example of
For each activity and sub-activity, one or more resources can
be affected. Most often, the
diagram
Gantt chart management software propose an assignment
Gantt
in percentage form. For example, if this resource concerns
one person, a percentage of 100% corresponds to one person
devoted full-time to the task, a percentage of 300% to a
team of three people dedicated full time. The resources
include all elements of load management, namely
all production units that determine the amount of work
assigned to each of the tasks.

84
. Step 3: Planning the Scope of Action
Example of
Once all the tasks are listed, they must be spread over time.
you must start by dating the beginning of the project, then establish an order
diagram
execution of tasks. Assign them a start date, a duration,
GANTT
a conclusion is essential for tracking the progress of the project and
organizing one's schedule. We assess these times based on the resources
available. One must not underestimate the completion times: a
A rough estimate is better than a tight estimate! It's up to
this moment is when we will visualize the length of activities on the
diagram: the longest rectangles will correspond to the tasks the
more extensive in time, and vice versa.

85
. Step 4: Creating connections between tasks
Example of
Dependencies are found in the management of a diagram:
diagram
some tasks can only start if one is completed, by
For example. It is necessary to create links between tasks in order to better ...
GANTT
visualizing these connections that will link the project, generating at the same time

a built and coherent set. These will be materialized by

arrows between each rectangle. It is this linking function that
offers all the power of the diagram: once these connections
established, we can add tasks, remove them, modify their
duration: the entire schedule will be automatically recalculated in
function of the connections that we will have previously established.

86
At the beginning of a task, two types of connections are possible:

. A task cannot be started if a previous one is not finished. Example of

. A task cannot start if a previous one has not started.
diagram
GANTT
It should be noted that a task can have several mandatory preceding tasks. In

In this case, all these tasks must be completed before starting the next one.

Conversely, a task can have several subsequent tasks. In this case,

the completion of this task conditions the start of others.

We find this logic at the end of the task:

. A task cannot be completed if a previous one is not finished.

. A task cannot be completed if a preceding one has not started.

87
. 5th step: Insert milestones

. A milestone corresponds to a stage, a key moment in the project. The interest Example of
is to define key dates of the project in advance in order to avoid diagram
the loss of visibility. Who hasn't faced a project so long one day GANTT
that he has lost his bearings? The milestone divides the project into several parts
thanks to various intermediate deadlines. This may involve the signing
of a contract, the publication of a document,… On the graph, it is
generally represented by a diamond. It should be noted that it has no duration.

determined, unlike the tasks.

88
. How to follow the diagram?

The diagram being created, we just have to ensure its management in Example of
the time. The features of dedicated software vary, but most diagram
offer common possibilities. The ideal is to find a certain GANTT
number of items, listed below:

. Highlighting the critical path

This feature allows you to quickly visualize the succession of

tasks that determine the overall duration of a project. Any delay on one of the
Tasks located on the path will then affect the final deadline of the project.

89
. The visualization of task progress

To improve visibility on the progress of the project, the diagram must Example of
to offer the possibility of assigning a status to each task diagram
progress. At each stage, you can advance the progress of GANTT
your activity and then increase its achievement percentage. The ideal is
to acquire software that allows you to visualize this at a glance
advancement. Some, for example, offer more or less empty bars in
function of the task state.

90
. The modification of the initial schedule

Creating a Gantt chart is done in advance... and at all Example of

Anticipation is linked to a margin of error! If you find yourself confronted diagramme
to a scheduling overruns or that you realize that a GANTT
the activity will take longer than expected, no worries: the diagram
Gantt is a dynamic tool that you can modify as you wish.
Youjustneedtoincreasethedurationofataskandthechart
automatically recalculate the entire duration of your project, based on the
dependencies that you will have established at creation. Obviously, these

Modifications can be made to all elements of the diagram.

(activité, durée, jalons, ressources, liaisons, etc...)

91
. The comparison between the planned and the actual

It is important that you can compare the planned scheduling to the Example of
the start of the project and where you are. This function is diagram
necessary to assess the project, to know if it went smoothly GANTT
as planned or, further, to anticipate with more precision your
upcoming projects.

92
. Case 'construction of a car'

For the construction of a car, the following activities must be carried out: {A, B, C, Example of
D, E} reported in the table below: diagram
GANTT
Duration
Marker Designation (during the week)

A Elaboration of the sketch 3

B Construction of the chassis 6
C Construction of the engine 4
D Engine chassis assembly 2

E Finiton 8

93
. Step 1: Determine the precedents

By answering the following questions: Example of

. What activity must be completed immediately before another one diagram
begin?
GANTT
. What activity should follow a determined activity?

We obtain the following table:

Duration Activities
Marker Designation (during the week) previous
A Elaboration of the sketch 3 -
B Construction of the chassis 6 A
C Construction of the engine 4 A
D Engine chassis assembly 2 B-C
E Finiton 8 D

94
. Step 2: Draw the GANTT chart

With the timeline on the x-axis and the list of tasks on the y-axis, it Example of
faut tracer un rectangle d'une longueur proportionnelle à sa durée, le tout diagram
according to the logic of the order of execution of activities. GANTT

95
. Step 3: Calculation of the critical path and margins

In order to determine the critical path, it is necessary to calculate the dates for Example of
earliest, latest dates, and the margins of each activity. diagram
The iterative calculation according to the relationships defined in the previous table gives us GANTT

give the schedule for the execution of activities.

As soon as possible At the latest

Duration Activities
Marker Marge
(on weekdays) previous Début Fin Début Fin
A 3 - 0 3 0 3 0
B 6 A 3 9 3 9 0
C 4 A 3 7 5 9 2
D 2 B-C 9 11 9 11 0
E 8 D 11 19 11 19 0

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. Step 3: Calculation of the critical path and margins

We can then determine the critical path, which is made up of a succession Example of
activities, on the longest path in terms of durations. It is called diagram
critical path because any delay in one of the activities on this path GANTT
causes delays in the completion of the entire project.
. Critical path {A, B, D, E}

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. Most project tools: minutes, RACI matrix,
budgets do not require specific software tools, you can use a Management Software
word processing or a spreadsheet, like those offered byOpen Office. of the Project

. For functional diagrams, one can use

Visual Understanding Environment (VUE):
It is a free, open-source, and cross-platform software, translated into French.

Directly downloadablehere.

Proposed document type: draft ofEnvironment diagram

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. For the WBS and OBS, we can useFreeplane:
It is a free, open-source, and multi-platform software, translated into French. Management Software
Proposed document types:3 diagrams - functional, OBS, WBS of Project

. For PERT and Gantt, the best software is paid, but we

can start by usingGanttProject

It is free, open-source, and cross-platform software, translated into French.

Allows the creation of Gantt charts and PERT networks, calculation of the critical path.

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