La boîte à outils de la GP: les résultats de l enquête

Transcription

1 La boîte à outils de la GP: les résultats de l enquête Claude Besner PMP, PhD et Brian Hobbs PMP, PhD Programme de maîtrise en gestion de projet ESG / UQÀM

2 Objectifs Identifier empiriquement les outils les plus: Utilisés Supportés par les organisations Dont une utilisation accrue ou une meilleure utilisation augmenterait la performance

3 Pour une organisation Établir un étalon (benchmark) Identifier où il faut investir Individu Organisation

4 Pour la profession PMBOK Guide identifie les limites de la profession sur la base des pratiques Sans identifier leurs importances relatives Sans tenir compte des différences Contexte Caractéristiques des projets Validation possible du contenu du PMBOK Guide

5 Méthodologie Identification et définition des outils Spécifiques à la GP Bien définis et bien connus Pas de processus ou concepts généraux Planification, mesures de performance 70 outils 8 catégories de fonctionnalité logiciel de GP

6 Méthodologie (suite) Sources PMBOK Guide Liste de Max Wideman: www. maxwideman.org Sites Internet Expérience des auteurs

7 Méthodologie (suite) Développement questionnaire web Sollicitations de praticiens expérimentés 750 répondants 250 Canada 375 USA 125 Le reste du monde Âge (74%) Expérience GP (1 à 30 années / moy. 7-8) 2/3 de hommes

8 Méthodologie (suite) Contexte des projets 55% Plus d un million 1/3 Plus d un an 55% internes 5 niveaux de maturité (recodés) 45% > niveau 3 (defined organisation wide)

9 Type de projet (vs industrie) Ingénierie et construction 12.3% Services d affaires 11.8% TI et Télécommunications 58.6% Services industriels 4.2% Services personnels 0.6% Autres 12.5%

10 Le questionnaire - 1 Use of the Tool or Technique 1. Not used 2. Very limited use 3. Limited use 4. Extensive use 5. Very extensive use

11 Le questionnaire - 2 Organisational support 1. Not supported 2. Very limited support 3. Limited support 4. Extensive support 5. Very extensive support

12 Le questionnaire - 3 Contribution of more or better use to project performance (potentiel) 1. No improvement 2. Very limited improvement 3. Limited improvement 4. Extensive improvement 5. Very extensive improvement

13 Résultats d'ensemble Variabilités dans les réponses Résultats logiques et cohérents Pour presque tous les outils Place à l'amélioration Pour la majorité des outils les plus utilisés L'utilisation dépasse le support

14 Les plus utilisés Progress report Kick-off meeting PM software for task scheduling Gantt chart Scope statement Milestone planning Change request Requirements analysis Work Breakdown Structure Statement of work

15 Les moins utilisés Monte-Carlo analysis PM software for simulation Pareto diagram Critical chain method & analysis Cause and effect diagram Decision tree Control charts Trend chart or S-Curve Database of risks Value analysis

16 Le plus de potentiel Database of lessons learned Lesson learned/post-mortem Database of historical data Risk management documents Requirements analysis Ranking of risks Database of risks Scope statement Database for cost estimating PM software for monitoring of schedule

17 Moins de potentiel Monte-Carlo analysis Bidders conferences Pareto diagram Cause and effect diagram Decision tree Bid/seller evaluation Bid documents Control charts Probabilistic duration estimate (PERT Analysis) Network diagram

18 Différences entre les organisations matures/ immatures Utilisation accrue Les mêmes outils bien connus Top ten significant differences between low and high PM maturiy organisations Top ten in low PM maturity organisations Top ten in high PM maturity organisations PM software for cost estimating Progress report Progress report PM software for monitoring of cost Kick-off meeting Kick-off meeting Change request * PM software for task scheduling PM software for task scheduling Database of lessons learned * Gantt chart Gantt chart Team member performance appraisal Milestone planning Change request Customer satisfaction surveys * Scope statement Scope statement Financial measurement tools Change request Milestone planning Risk management documents Requirements analysis Work Breakdown Structure Communication plan * Activity list Requirements analysis Quality plan Work Breakdown Structure Statement of work

19 Plus ou moins 1Million$ Gros projets utilisent plus d'outils Plus grandes différences: Top ten significant differences between small and large projects Top ten for small projects <1M$ Top ten for large projects >1M$ Ranking of risks Progress report Progress report PM software for monitoring of cost Kick-off meeting PM software for task scheduling Change request * PM software for task scheduling Gantt chart Quality plan Gantt chart Kick-off meeting Critical path method & analysis Scope statement Change request PM software for monitoring of schedule * Milestone planning Milestone planning Graphic presentation of risk information Statement of work Scope statement PM software for task scheduling * Requirements analysis Work Breakdown Structure Project communication room (war room) Activity list PM software for monitoring of schedule Earned value Change request Requirements analysis

20 Tools and Techniques E&C IT BuS Scope and requirements definition Scope statement more * more * Requirements analysis less * more * Project charter less more * Cost/benefit analysis more * Stakeholders analysis more Contract award Bid documents more * less Bidders conferences more less Bid/seller evaluation more * less Organising Communication plan less more * Project communication room (war room) more Project Web site more Kick-off meeting more * Responsibility assignment matrix more * Self directed work teams less Team building event less more * Planning & control Metrics Financial measurement tools more * less more * Estimating cost Database for cost estimating more * less Top-down estimating more * Parametric estimating more PM software for cost estimating more

21 Tools and Techniques E&C IT BuS Planning Quality plan more * more less Baseline plan more * PM software for task scheduling more * less * PM software for resources scheduling more * PM software for resources leveling more Critical path method & analysis more * less Control Progress report more * Change request more * Configuration review more less PM software for monitoring of schedule more * less * PM software for monitoring of cost more less Earned value more less Trend chart or S-Curve more less Quality inspection more * less Control charts more Work authorization more * Client acceptance form more * Rebaselining less Design Quality function deployment more Value analysis more less Risk Risk management documents more * Contingency plans more * Ranking of risks more

22 PMBOK Similitude des listes Différences entre sous-groupes GP générique Extension au PMBOK par type de projet Enlever ce qui n est pas juger utile ex. Monte Carlo

23 "Benchmarking" L analyse des sous-groupes a identifié des différences significatives À venir Comparaison mature-immature par phase du cycle de vie par sous-groupe Diagnostique Maturité

24 Invitation à participer Babillard de Questions?