Confrence SMP Confrence SMP--PMI PMI Novembre Novembre 06 06 yyjolliet@jt jolliet@jt--int.com int.com -- www.Yannick www.Yannick--Jolliet.com Jolliet.

com
Introduction Introduction
Contexte & Objectifs Contexte & Objectifs
JTI ? JTI ? Yannick Jolliet ? Yannick Jolliet ?
La naissance du PMO La naissance du PMO
Yannick Yannick Jolliet Jolliet
IS/IT Senior Director c/o JTI
15 ans dans Management Systmes dInformation
Dans des multinationales
Et en tant quentrepreneur (4 startups)
Parcours
HEC Lausanne (+EPFL, IMD, INSEAD, Cranfield, )
Consultant Financier, consultant en Knowledge Management
Stratgiste Web, Enterprise Content Management & Compliance
Gouvernance IT & PMO stratgique
Fondateur & Directeur du Project Management & Governance Office chez JTI
Divers
Spcialiste en Management de Projets
Coach/Consultant/Formateur, certifi PMP, membre PMI/SMP/ASO
Co-fondateur du PMI Swiss Chapter - Quality Specific Interest Group
Doctorant en Gestion Stratgique de Projets & Knowledge Management
Co-fondateur du Geneva Lake Executives networking club
Merci tous ceux qui sont venus lundi soir ;-)
JTI JTI Japan Tobacco International Japan Tobacco International
HQ Geneva HQ Geneva
12000 employs 12000 employs
33
me me
fabriquant mondial fabriquant mondial
de cigarettes de cigarettes
90 marques 90 marques
(dont 3 dans le top 5) (dont 3 dans le top 5)
23000 employs, $40 23000 employs, $40 mia mia
1999 1999
Il tait une fois... Il tait une fois...
IT IT Governance Governance
Vendors & Vendors &
SLA Mgt SLA Mgt
IT Com IT Com--
munication munication
Budget & Budget &
Contract Mgt Contract Mgt
IT Portfolio IT Portfolio
Management Management
Standards & Standards &
Processes Processes
PMO team PMO team
(25 FTE, (25 FTE, Directors Directors & Managers, WW) & Managers, WW)
Naissance & Structure du PMO Naissance & Structure du PMO
Positionnement Positionnement ((IT PMO, IT PMO, pas EPMO) pas EPMO)
PMO PMO au au sein sein de de lIT lIT, , Intgration Intgration
Technical Architecture
Maximize value of technical solutions
Technical strategy & planning
Solution design
Project Management
Implementation (new services)
PMO Vendor Mgmt
& Service Delivery
Maximize value of service contracts
Partner management
Service Level Management
Operations Management
Implementation services
Outsourcers, external Service Providers
Global Service Desk
Supporting Global Initiatives
Support services
Incident management
Service requests management
Applications & Information Systems
Process experts
Application development
Application support
Business units / Users
I
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PMO
Project
Portfolio
Mgmt
Project
CoE
Global
Budget
Commu-
nications
Processes
& QA
Rles du PMO chez JTI Rles du PMO chez JTI
Alignement, Priorits & Ressources (via gestion du portefeuille)
Assurance Qualit (p.ex. via gestion de la documentation)
Contrle & Communication (livrables projet, cots, temps, etc., rapports globaux)
Risques & Problmes (centralisation des risques, escalade)
Gestion des cots & re-facturation globale
Ralisation des bnfices (Programme)
Pas de Project Rescue
Objectifs du PMO chez JTI Objectifs du PMO chez JTI
Gestion de Projet/Programme/Portefeuille
Centre des meilleures pratiques: conseil, coaching
Standards & mthodologies, modles, outils
Communication
Centralise documentation du projet
Rapports globaux (progrs, problmes, risques, cots)
Gestion des Priorits
Facilite la gestion des priorits des projets au sein du portefeuille
Assure lalignement stratgique
Gestion des Ressources
Aligne les ressources avec les besoins du projet
Contrle lallocation des ressources aux projets
Risques, Problmes, Changement
Escalade les risques et les problme
Centralise les listes de risques, de problmes et de changement
Gre le processus de demande de changement
Contrle
Surveille alignement stratgique, qualit, cots, bnfices, processus, rsultats
Surveille les livrables, cots & bnfices par rapport aux jalons fixs
Surveille les interdpendance et conduit des analyse de variance
Gouvernance IT Gouvernance IT
Objectifs Objectifs
Project Management Project Management
Framework Framework
IT IT Governance Governance
Framework Framework
<Slide 12>
IT Processes
Policies &
Procedures
Vendors &
SLA
Management
Projects/Apps
Portfolio
Management
Change
Management
Resources
Management
Risk
Management
Gouvernance Gouvernance IT: IT: vaste vaste & diverse & diverse
Strategic
Alignment
Objectifs Objectifs de la de la Gouvernance Gouvernance
Quest-ce que lIT Gouvernance pour JTI?
Le Systme par lequel IT est DIRRIGE et CONTROLLE
Objectifs
Aligner le Business & lIT
Assurer que IT dlivre de la valeur
Utiliser les ressources stratgiquement
Contrler les investissements
Mesurer lensemble des activits IT
Incluse aussi bien
Activits Oprationnelles
Activits Projets
IT Governance Framework IT Governance Framework
IT Governance IT Governance
Framework Framework
Vision & Strategy Vision & Strategy
<Slide 15>
ITG FRAMEWORK
Business
Information
Technology
INFORMATIO INFORMATIO
NN Effectiveness
Efficiency

Confidentiality
Integrity
Availability
Compliance
Reliability
CONTROL / MANAGE IT CONTROL / MANAGE IT
PROCESSES PROCESSES
PLANNING & PLANNING &
ORGANISATION ORGANISATION
ACQUISITION & ACQUISITION &
IMPLEMENTATION IMPLEMENTATION
DELIVERY & DELIVERY &
SUPPORT SUPPORT
MONITORING MONITORING
Identify automated solutions
Acquire & maintain
application software
Acquire & maintain
technology infrastructure
Develop & maintain
procedures
Install & accredit systems
Manage changes
Define a strategic IT plan
Define the information
architecture
Determine technological
direction
Define the IT organization &
relationships
Manage the IT investment
Communicate management
aims & direction
Manage human resources
Ensure compliance with
external requirements
Assess risks
Manage projects
Manage quality
Monitor the processes
Assess internal control
adequacy
Obtain independent assurance
Provide for independent audit
Define & manage service
levels
Manage third-party services
Manage performance and
capacity
Ensure continuous service
Ensure systems security
Identify and allocate costs
Educate and train users
Assist and advise customers
Manage the configuration
Manage problems & incidents
Manage data
Manage facilities
Manage operations
IT IT
RESOURCES RESOURCES
Money
People
Applications
Technology
Facilities
Data
S T A N D A R DS & P O L I C I E S S T A N D A R DS & P O L I C I E S -- I T S E C U R I T Y F R A M E WO R K I T S E C U R I T Y F R A M E WO R K
Vendors / SLA Management Vendors / SLA Management
IT Balance Scorecard IT Balance Scorecard
Corporate orientation Corporate orientation
Objectives Measures
Objectives Measures Objectives Measures
Objectives Measures
Operational excellence Operational excellence
Future orientation Future orientation
Users orientation Users orientation
How does the management view the IT
department?
How effective & efficient are the IT
processes?
How is IT positioned to meet
future challenges?
How does the users view the IT
department?
REPORT & MANAGE REPORT & MANAGE
PERFORMANCE PERFORMANCE
Strategy Strategy
BUS. STRATEGY BUS. STRATEGY
IS/IT IS/IT
STRATEGY STRATEGY
BUS. OBJECTIVES BUS. OBJECTIVES
MISSION MISSION
WHERE is the
business going
Business
decisions
Objectives &
direction
Change
HOW it can be
delivered
Activity based
Supply oriented
Technology
focused
Rest of the IT Organization Rest of the IT Organization
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VP VP VP VP VP VP VP VP VP VP
PMO PMO BL BL BL BL BL BL BL BL BL BL
PM PM
Board Board
Organizati Organizati
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ALIGN BUSINESS & IT ALIGN BUSINESS & IT
Portfolio Management Portfolio Management
SUPPORT SUPPORT CORE CORE
STRATEGIC STRATEGIC HIGH POT. HIGH POT.
LEAD & DIRECT IT LEAD & DIRECT IT
PMF PMF -- Project Project
Management Framework Management Framework
INITIATION INITIATION ANALYSI ANALYSI
SS
REALIZATION REALIZATION TESTING TESTING GO LIVE! GO LIVE!
<Slide 16>
PMF PMF -- Project Project
Management Framework Management Framework
ITG FRAMEWORK
Business
Information
Technology
INFORMATIO INFORMATIO
NN Effectiveness
Efficiency

Confidentiality
Integrity
Availability
Compliance
Reliability
CONTROL / MANAGE IT CONTROL / MANAGE IT
PROCESSES PROCESSES
PLANNING & PLANNING &
ORGANISATION ORGANISATION
ACQUISITION & ACQUISITION &
IMPLEMENTATION IMPLEMENTATION
DELIVERY & DELIVERY &
SUPPORT SUPPORT
MONITORING MONITORING
Identify automated solutions
Acquire & maintain
application software
Acquire & maintain
technology infrastructure
Develop & maintain
procedures
Install & accredit systems
Manage changes
Define a strategic IT plan
Define the information
architecture
Determine technological
direction
Define the IT organization &
relationships
Manage the IT investment
Communicate management
aims & direction
Manage human resources
Ensure compliance with
external requirements
Assess risks
Manage projects
Manage quality
Monitor the processes
Assess internal control
adequacy
Obtain independent assurance
Provide for independent audit
Define & manage service
levels
Manage third-party services
Manage performance and
capacity
Ensure continuous service
Ensure systems security
Identify and allocate costs
Educate and train users
Assist and advise customers
Manage the configuration
Manage problems & incidents
Manage data
Manage facilities
Manage operations
IT IT
RESOURCES RESOURCES
Money
People
Applications
Technology
Facilities
Data
S T A N D A R DS & P O L I C I E S S T A N D A R DS & P O L I C I E S -- I T S E C U R I T Y F R A M E WO R K I T S E C U R I T Y F R A M E WO R K
Vendors / SLA Management Vendors / SLA Management
IT Balance Scorecard IT Balance Scorecard
Corporate orientation Corporate orientation
Objectives Measur
es
Objectives Measur
es
Objectives Measur
es
Objectives Measur
es
Operational excellence Operational excellence
Future orientation Future orientation
Users orientation Users orientation
How does the management
view the IT department?
How effective & efficient
are the IT processes?
How is IT positioned
to meet future
challenges?
How does the users
view the IT
department?
REPORT & MANAGE REPORT & MANAGE
PERFORMANCE PERFORMANCE
Strategy Strategy
BUS. STRATEGY BUS. STRATEGY
IS/IT IS/IT
STRATEGY STRATEGY
BUS. OBJECTIVES BUS. OBJECTIVES
MISSION MISSION
WHERE is the
business going
Business
decisions
Objectives &
direction
Change
HOW it can be
delivered
Activity based
Supply oriented
Technology
focused
Rest of the IT Organization Rest of the IT Organization
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VP VP VP VP VP VP VP VP VP VP
PMO PMO BL BL BL BL BL BL BL BL BL BL
PM PM
Board Board
Organizati Organizati
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ALIGN BUSINESS & IT ALIGN BUSINESS & IT
Portfolio Portfolio
Management Management
SUPPORT SUPPORT CORE CORE
STRATEGI STRATEGI
CC
HIGH POT. HIGH POT.
LEAD & DIRECT IT LEAD & DIRECT IT
CONTROL & MANAGE CONTROL & MANAGE
IT Processes IT Processes
Standards Standards
Risk Management Risk Management
REPORT REPORT
& MANAGE & MANAGE
PERFORMANCE PERFORMANCE
Measure Measure
Report Report
LEAD & DIRECT LEAD & DIRECT
Arbitration Arbitration
Priority mgmt Priority mgmt
Resource mgmt Resource mgmt
ALIGN ALIGN
BUSINESS & IT BUSINESS & IT
Strategic alignment Strategic alignment
Organization Organization
Control & Manage Control & Manage
Control & Manage Control & Manage
IT Policies IT Policies & Processes & Processes
<Slide 18>
ACQUISITION ACQUISITION
INFORMATION INFORMATION
Effectiveness
Efficiency
Confidentiality
Integrity
Availability
Compliance
Reliability
IT RESOURCES IT RESOURCES
Money
People
Applications
Technology
Facilities
Data
PO1 - Define a strategic IT plan
PO2 - Define the information
architecture
PO3 - Determine technological direction
PO4 - Define the IT organization &
relationships
PO5 - Manage the IT investment
PO6 - Communicate management aims
& direction
PO7 - Manage human resources
PO8 - Ensure compliance with external
requirements
PO9 - Assess risks
PO10 - Manage projects
PO11 - Manage quality
M1 - Monitor the processes
M2 - Assess internal control adequacy
M3 - Obtain independent assurance
M4 - Provide for independent audit
DS1 - Define & manage service levels
DS2 - Manage third-party services
DS3 - Manage performance and capacity
DS4 - Ensure continuous service
DS5 - Ensure systems security
DS6 - Identify and allocate costs
DS7 - Educate and train users
DS8 - Assist and advise customers
DS9 - Manage the configuration
DS10 - Manage problems & incidents
DS11 - Manage data
DS12 - Manage facilities
DS13 - Manage operations
AI1 - Identify automated solutions
AI2 - Acquire & maintain application
software
AI3 - Acquire & maintain technology
infrastructure
AI4 - Develop & maintain procedures
AI5 - Install & accredit systems
AI6 - Manage changes
ITG: IT POLICIES & PROCESSES
Risk Risk
Management Management
Risk Risk
Management Management
S T A N D A R D S & P O L I C I E S S T A N D A R D S & P O L I C I E S -- I T S E C U R I T Y F R A M E W O R K I T S E C U R I T Y F R A M E W O R K
Based on Based on COBIT COBIT framework (Control framework (Control OBjectives OBjectives for IT) from ISACA for IT) from ISACA ISACA ISACA IS Audit & Control association IS Audit & Control association -- http://www.ISACA.org http://www.ISACA.org
Report & Manage Performance Report & Manage Performance
Measure & Report Measure & Report
using using
IT Balanced Scorecard IT Balanced Scorecard
& Communication & Communication
IT Balanced Scorecard IT Balanced Scorecard
Corporate orientation Corporate orientation
Objectives Measures
How does the management
view the IT department?
Operational excellence Operational excellence
Objectives Measures
How effective & efficient
are the IT processes?
Future orientation Future orientation
Objectives Measures
How is IT positioned to
meet future challenges?
User orientation User orientation
Objectives Measures
How do the users view the
IT department?
Lead & Direct Lead & Direct
Project Management Project Management
Framework Framework
& Portfolio Management & Portfolio Management
Project Management Framework Project Management Framework
Vision Vision
Arbitrage Arbitrage
Gouvernance Gouvernance
Primtre Primtre--Temps Temps--Cots Cots
Communication, Coordination, Communication, Coordination,
Suivi, Gestion des Ressources Suivi, Gestion des Ressources
Ralisation Ralisation des des Activits & Activits & des Livrables des Livrables
Source: Y. Jolliet, PMP
Coordination Coordination
inter inter--projets projets
Ralisation des bnfices Ralisation des bnfices
Le Cycle de Vie Le Cycle de Vie Projet Projet chez JTI chez JTI
Project = dbut+fin, > 2 semaines deffort ou 5,000 USD, ou besoin visibilit du mgmt
La La mthodologie mthodologie PMF PMF
Modles & Meilleures pratiques Modles & Meilleures pratiques
Modles standards
Meilleures pratiques
Voir Annexes
Phases du Projet & Documents Phases du Projet & Documents
Dashboard de projets Dashboard de projets
Shop Floor Infrastructure
Etat Etat du projet du projet
Le Le Portail Portail PMF PMF One Stop Shop One Stop Shop
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Click on the Click on the
spheres for more.. spheres for more..
Latest News re. Latest News re.
PMF & the Board PMF & the Board
Meetings Meetings
Process, theory Process, theory
& other docs & other docs
Business & IT Alignment Business & IT Alignment
Strategic Alignment & Strategic Alignment &
Organizational impact Organizational impact
Organization to support Alignment Organization to support Alignment
Rest of IT organization Rest of IT organization
PMO PMO
PM Board PM Board
WHERE is the business
going
Business decisions
Objectives & direction
Change
BUSINESS STRATEGY BUSINESS STRATEGY
WHAT is required
Business based
Demand oriented
Application focused
IS/IT STRATEGY IS/IT STRATEGY
HOW it can be delivered
Activity based
Supply oriented
Technology focused
BUSINESS OBJECTIVES BUSINESS OBJECTIVES
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MISSION MISSION
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BL BL BL BL BL BL BL BL BL BL
Gestion de Portefeuille Gestion de Portefeuille
Processus global et obligatoire
Initiation des Projets via formulaire standard
Premire tape du PMF Life Cycle
Visibilit PMF Dashboard
Revue hebdomadaire par le PM Board
Nouveaux projets proposs
Go/NoGo entre chaque phases du cycle de vie
Etat des projets (dont risques et finances)
Gestion de Portefeuille Gestion de Portefeuille
Prise de dcision
Filtres selon multiples critres (entonnoir)
Alignement stratgique
Conflits avec projet globaux future
Duplication avec dautres projets locaux
Bnfices / Cots
Utilisation de standards
Ressources
Etc.
SUPPORT SUPPORT CORE CORE
STRATEGIC STRATEGIC HIGH POTENTIAL HIGH POTENTIAL
Criticality / Impact Criticality / Impact
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Applications which are
valuable but not
critical to success
Automation
Cost reduction (efficiency)
Applications on which
the organization
currently depends for
success
Speed up business processes
Improve perf. (effectiveness)
Applications which may
be important in
achieving future success
Innovative business ideas
New technology opportunities
Applications which are
critical to sustaining
future business
strategy
Deliver business advantage
Achieve business changes
Dfinition des priorits, en fonction
Des contraintes rglementaires / obligations
De la valeur, de la criticalit et du risque
Des interdpendances
Des ressources (humaines + $) disponibles
Dcision
Go / NoGo, demande dinformation supplmentaire,
Commentaire
Mise jour dans le systme en direct
Communique instantanment par email
Vue pour le PM Vue pour le PM Board Board
Gouvernance & Dcisions Gouvernance & Dcisions
Dashboards Dashboards Projets Projets personaliss personaliss
Primtre Primtre--Temps Temps--Cots Cots
Communication, Coordination, Communication, Coordination,
Suivi, Gestion des Ressources Suivi, Gestion des Ressources
Ralisation Ralisation des des Activits & Activits & des Livrables des Livrables
Vision Vision
Arbitrage Arbitrage
Gouvernance Gouvernance
Project Management Framework Project Management Framework
Source: Y. Jolliet, PMP
Coordination Coordination
inter inter--projets projets
Ralisation des bnfices Ralisation des bnfices
Bilan & Analyse Bilan & Analyse
Difficults Difficults
& Problmes & Problmes
Apports & Bnfices Apports & Bnfices
Points clefs Points clefs
& Conclusion & Conclusion
Apports & Bnfices du PMO/PMF Apports & Bnfices du PMO/PMF
Gestion du Portefeuille de Projets
Aignement sur les priorits business
Visibilit globale pour IT & Business (tat, risques, reporting)
Qualit du portefeuille amliore: business case, filtres, arbitrages & priorits
Synergies entres projets identifis & ressources alloues efficacement
Industrialisation de la pratique de Gestion de Projets
Standardisation terminologie & mthodologie, centralisation documentation
Risques mieux grs + Assurance Qualit
Planification Stratgique & Contrle Financier
Cots prvisionnels + Actuels dans le Project Dashboard
Clef de recharge par projet recharge systmatique en interne (SAP)
Forte interaction avec le CFO: totale transparence
Coordination & Communication
Ressources suivies & mieux utilise
Capitalise sur les comptences & projets existants
Communication IT globale + IT/Business facilite
Difficults & Problmes Difficults & Problmes
Toujours que IT
Pas de VP business au IT PM Board
Autres dpartements intresss, mais
Long & itratif
Consensus difficile obtenir (mthodologies, modle)
Meilleures pratiques pas toutes utilises
Culture dentreprise
Changement: globalisation & centralisation
Privation dautonomie locale
Gestion du changement = difficile
Points clefs & Conclusion Points clefs & Conclusion
Management de Pf/Pg/P = fondamental
Positionner correctement, pour la bonne audience
Mise en place du PMO
Sponsor = fondamental, soutient fort indispensable
Mission et Objectifs du PMO: clarifier absolument
Vision stratgique, mais approche incrmentale
Gnrer de la valeur chaque niveau
Laisser un bon degr de libert au Chefs de Projets
Rendre la vie des Chefs de Projets plus simple (pas plus administrative!)
Utilisation de leurs propres outils pour planifier, suivre, etc. (Project, Excel, etc.)
Offrir modles et coaching, gagner leur confiance --> partenariat
Sappuyer sur les Best Practices, ne pas rinventer la roue
Questions & Rponses Questions & Rponses
Annexes Annexes
Rfrences Rfrences
recommandes recommandes
Mthodologie Mthodologie
& Coaching & Coaching
Modles utiliss Modles utiliss
Outils & PMIS Outils & PMIS
Rfrences recommandes Rfrences recommandes
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5 Groupes de processus x 9 Domaines de Connaissance
= 44 Processus de gestion de projet
Initiation Initiation Planification Planification Ralisation Ralisation Matrise Matrise Clture Clture
Management des dlais Management des dlais
Management des cots Management des cots
Management de la qualit Management de la qualit
Management des ressources humaines Management des ressources humaines
Management de la communication Management de la communication
Management des risques Management des risques
Management des approvisionnements Management des approvisionnements
Management de lintgration Management de lintgration
Management du contenu Management du contenu
Source: Y. Jolliet, PMP, adapt du PMBoK 2004
Groupes de Processus Groupes de Processus
& Domaines de Connaissance & Domaines de Connaissance
5 Groupes de processus 5 Groupes de processus
9

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Charte de Projet Charte de Projet
Sponsor Manager
du Projet
Ressources
du projet
nonc du problme
< Expliquez le contexte, le besoins, sa raison, le problme
Objectif - Description de la solution vise
< Donnez une description haut niveau et rapide de que de ce que la solution au problme pourrait tre >
Hypothses Contraintes
< Dcrivez ce qui tait assum pour
baucher la solution >
< Listez les contraintes imposes par des circonstances
ou le management >
Niveau dautorit du Manager du Projet
Budget
prvisionnel
date
Jalon 2
date
Jalon 3
date
Jalon 4
date
Jalon 5
date
Jalon 1
Approuv par:
______________________________________
Structure de Dcoupage du Projet Structure de Dcoupage du Projet
Cycle de vie
du Projet
Comptes de cots
Lots de travail
(Work Packages)
Tches
Activits
Programme / Projet
Projet / sous-Projet
SDP/WBS = Vue Graphique & Hirarchique du Contenu du Projet Fondation du Projet
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Source: Y. Jolliet, PMP
Orient livrables
Ne peut pas tre
logiquement divis
Estimations ralistes (8-80h)
Sous-trait
Du WBS au Gant Chart Du WBS au Gant Chart
ETAPE 1
SDP = Structure Dcoupage Projet
(WBS = Work Breakdown Structure)
ETAPE 2
Diagramme de Rseau
(Network Diagram)
ETAPE 3
Gant Chart = Echancier (Project Schedule)
Source: Y. Jolliet, PMP
Mathmatiques de la Mathmatiques de la
gestion gestion du temps du temps
ACTIVITY ACTIVITY
TASKS TASKS
Float Float
(Slack) (Slack)
Early Early
Start Start
Late Late
Start Start
Early Early
Finish Finish
Late Late
Finish Finish
PERT Formula PERT Formula
P+4M+O P+4M+O
~D = ~D = ---------- ----------
66
11 (68%) (68%)
2 2 (95%) (95%)
3 3 (99.7%) (99.7%)
Duration Duration
+/ +/-- n. n. ==
==
P P -- OO
----- -----
66
Duration Duration
Float Float
(Slack) (Slack)
+ LAG + LAG
-- LEAD LEAD
TOTAL PROJECT TOTAL PROJECT
D) D)
+/ +/-- n. n. ==
((
22
)
Source: Y. Jolliet, PMP
Lobbies Lobbies
Agences Agences
gouv. gouv.
Autres Autres
Consultants Consultants
&&
fournisseurs fournisseurs
Equipe projet Equipe projet
Equipe de mgmt Equipe de mgmt
de projet de projet
Chef Chef
de de
projet projet
Sponsor Sponsor
Comit Comit
de de
pilotage pilotage
Client du projet
(matre douvrage)
Futures bnficiaires
du projet
Groupe Client
Responsable du projet
(matre duvre)
Contributeur responsables
des tches
Intervenants ponctuels
Experts extrieurs
Groupe Equipeprojet
Hirarchie du responsable
projet
Hirarchie des
contributeurs
Comit de pilotage
Direction
Groupe Hirarchie
Client Client
Source: Y. Jolliet, PMP
Parties prenantes / acteurs Parties prenantes / acteurs
Direction Direction
B
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H
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Lier Besoins & Parties Lier Besoins & Parties--prenantes prenantes
Source: adapt de IIL, Project Management
Fundamentals
Haut Bas
Parties Prenantes
Intrt Intrt / Implication / Implication
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Besoins & Livrables

Importance Importance
Utiliser les Utiliser les Agents de Changement Agents de Changement bonne escient bonne escient
Stratgie de Communication & de gestion des parties prenantes Stratgie de Communication & de gestion des parties prenantes Ngatif Ngatif Neutre Neutre Positif Positif
Attitude Attitude
RAM RAM--Matrice des Responsabilits Matrice des Responsabilits
Plan de Communication Plan de Communication
Message Objectif Type Frquence Source Audience Medium
Quoi ? Pourquoi ? Forme ? Quand ? De qui ? Vers qui ? Comment ?
Kick-off Date spcifique Management Management Email
Prsentation Quotidien Comit de pilotage Comit de pilotage Verbal
Rapport d'avancement Hedomadaire Sponsor Sponsor Runion
Discussion Mensuel Project manager Project manager Message vocal
Dcision Fin de mois Equipe projet Equipe projet Courrier
Dbriefing Fin de phase Client Client Circulaire
Documentation Quand livr (livrable) Personne spcifique Personne spcifique Intranet
Formulaire Ad-hoc Parties prenantes Parties prenantes Journal interne
Organisation Organisation
Fournisseurs Fournisseurs
Consultants Consultants

PLAN DE COMMUNICATION
1. Identification des Risques 1. Identification des Risques
Source: Y. Jolliet, PMP
2. 2. Analyse Analyse
Focus Focus
Source: Y. Jolliet, PMP
33. . Plan de Rponse aux Risques Plan de Rponse aux Risques
Source: Y. Jolliet, PMP
Plan de Projet Plan de Projet
Contient
Charte de projet (Hypothses / Contraintes)
nonc/Contenu de projet
SDP/WBS, Rseau de projet & chancier
Budget
Plan d'acquisition et de gestion du personnel
Pan de gestion des Risques
Plan de Communication
Plan Qualit
Plan de gestion de lApprovisionnement
Document formel & approuv
Base de rfrence
Pour mesurer avancement
Toute modification du plan = gre via un processus formel
Gestion du changement Gestion du changement
Source: Y. Jolliet, PMP
Outils & Dmonstration Outils & Dmonstration
Dcision du Dcision du
PM PM Board Board
PMF Dashboard PMF Dashboard
Gestion Gestion
Documentation Projet Documentation Projet
Dashboard de Projets Dashboard de Projets
Dtail dun Projet & Documents Dtail dun Projet & Documents
Filtres prdfinis Filtres prdfinis
Filtres Filtres prdfinis (rsultat) prdfinis (rsultat)
Projets t Projets tris ris par par ID ID
Filtres ad Filtres ad--hoc hoc
Projets filtrs par Projets filtrs par pays pays
Filtres avancs Filtres avancs
Filtres Filtres avancs (rsultat) avancs (rsultat)
Sauvegarde des filtres personnels Sauvegarde des filtres personnels
Filtres Filtres personnels personnels
Vue pour impression Vue pour impression
Export vers Excel Export vers Excel
Aide en ligne exhaustive Aide en ligne exhaustive
Questions & Rponses Questions & Rponses