Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)

Entreprise 2.0
Mission, vision, valeurs
Stratégie, plan
d’actions
Gestion de projets

Jacques Folon
Partner Edge Consulti,ng

Chargé de cours ICHEC
ProfesseurinvitéUniversité de Metz

Chargé de Auteur
cours Partner

Administrateur

Jacques.folon@edge-consulting.biz
www.edge-consulting.biz
http://be.linkedin.com/in/folon Jacques.folon@ichec.be
www.ichec.be

1. Vision globale de l’entreprise
Table des
2. L’entreprise 2.0
3. Génération Y (mythe ou réalité ?) matières
4. Mission vision valeurs de l’entreprise
5. Stratégie
6. Plan d’actions
7. Gestion de projets

Administr@tions Actionnaires
Soc de Banque
Service Push CONCURRENTS
Sous- Site Financier
Traitant
Dématérialisation Partenaires
Producteur de des procédures
Web Machines
Sites
GestionTrésorerie VeilleConcurrentiell ’appeld ’offre
d
Co-ingienerie e et Intelligence
Télémaintenance
machines
Economique
C
Veille Back-up
Site Technologique commerciaux
de
crise
Extranet
Marketing
L
EDI
Bureau
d’Etude Gestion
$ Marketing
social media I
Publicité

Supply Achats
Maintenance
DG Vente
B2B
Distributeur
E-biz
E
Chain Marchand
Fournisseurs Production
Recherche DRH SAV tracking N
nouveaux
Logistique
Fournisseurs Back-up
Market-Place E-learning techniciens Tutoring T
Sites de Tutoring SVP Club Télémaintenance
Télétravail utilisateur
Recrutement S
Fournisseurs CLIENTS

administrations Actionnaires
Soc de Service Banque
Push CONCURRENTS
Site Financier
Sous-Traitant
Dématérialisation
Producteur de des procédures
Web Machines
Sites d ’appel

Extranet
Veille
Gestion Trésorerie Concurrentielle et d ’offre
Co-ingienerie Intelligence
Télémaintenance Economique C
S
machines ASP
Veille Back-up
Site Technologique commerciaux
de
crise
Extranet
Marketing
L
one to one
EDI e-mailing, bandeaux, I
C
Bureau
Gestion
$ Marketing
site promotionnel...
d’Etude
Supply Chain Publicité e-
Managt B to
B Achats
Maintenance
DG Vente
B to
B
commer
DistributeurMar ce E
chand
Fournisseurs Production
N
M DRH SAV tracking
Recherche Logistique
nouveaux

KM
Fournisseurs Back-up
Market-Place
E-learning Télé-Tutoringtechniciens Tutoring T
Sites de SVP réclamations Club Télémaintenance
Télétravail utilisateur
Recrutement S
ournisseurs CLIENTS

1. Vision globale de l’entreprise Table des matières
3. Génération Y (mythe ou réalité ?)
5. Stratégie
6. Plan d’actions

L’entreprise2.0

• Source:
http://media.ebaumsworld.com/mediaFiles/picture/793370/80680072.jpg

Meet Charlotte

Source: http://www.slideshare.net/TheShed/meet-charlotte

Ms Web2.0 working (as
many do) in Enterprise 1.0

…one of her hobbies is
keeping fit.

…she’s a
research
scientist in a
large
pharmaceutical
company.

…she usesGoogletofilterthe Internet
for the information she needs.

…she has torememberwhere
everything is.

…she taps the collective
knowledge of the internet
through Wikipedia.

…she asks her boss about
stuff she needs to know.

if she misses a radio
show or a bit of TV
she catches up
using…

…if she misses a
meeting she pulls the
summary minutes from
a document repository.

…if the minutes have been captured!

…if she knows where they are!
…if she has access privileges to them!

…she keeps in touch
with most of her
friends on…

Her friends are
scattered around
the world.

…she networks
at a conference
once a year.

…through

…she knows what her
friends are doing
24/7 wherever they
are.

she doesn’t
really
understand
what the guy
two desks
down from
her does!

When she’s not
catching up with
friends she’s using
her spare time to
catch up on her
hobbies.

She has her own
blog…

where she advertises
exercise regime and
any hints and tips she
comes across.

So far she’s had over 1000 people read her blog

from all over theworld.

She reads other blogs, is
anactiveforum
memberand posts
frequent ezine articles.

In this onlinecommunityshe’s

…and
…a adedicatedfollower.
respectedleader

When she
gotinterestedin
keeping fit
hernetworkwas…

…her network is
still…

…If you ask
Charlotte
what she
wants to
change at
work she’ll
say…

…she want’s
toconnectwith
anybody…

So Entreprise 2.0 or employees 2.0
in old-fashionnedcompanies?

51

GénérationY : mytheouréalité ?

Babyboomer’schildrens
Comment les Echo-boomers
E-Generation
désigner ? Digital Natives
Facebook Generation
Gen Y
Génération 2001
Générationaccélération
Génération des transparents
Générationentropique
Génération Internet
GénérationMoi
Générationtexto/SMS
Génération WWW
Generation Y not?
Génération Zapping
Great Generation
Homo Zappiens
i-Generation
Millenials
Net Generation
Nexters
http://www.zazzle.be/generation_y_pas_tshirt-235332731462770922 Nintendo Generation
Nouveaux androïdes
Sunshine Generation

Quand faut-il être né pour en faire
partie?
La période pour définircettegénération Y
esttrès variable, ellecomprend (selon les
auteurs) les personnesnées:

•Entre 1974 et 1994
•De 1978 à 1998 pour ceux qui les
caractérisentd’Echo-boomer
•De 1978 à 1988
•Ou de 1978 à 1995
•Ceux qui sontnés après 1980
•Entre 1980 et 2000
•Ou après 1982
•ou plus précisément de 1982 à 2003
•Entre 1990 et 2000
•...
http://funnyscrapcodes.blogspot.com/2009/10/embed-code-funny-stuff-funny-
scraps.html

BARRER LA MENTION INUTILE !

Un concept défini
de façonaussi
variable et
contradictoireexist
e-t-il?

http://www.madmoizelle.com/generation-y-temoignage-43730

Gen-Y @ the workplace
• Workplace Flexibility:
– Desire a sense of community at work
– Teamwork and collaboration come naturally
– Value control over their time
– Demand environment allowing work-life balance
– Flexibility means “when” and “where”
• Technology-enabled:
– Work to be done anywhere and anytime
– Email and PDA have created such convenience
– Value getting the job done well and efficiently
• Relationship-based:
– Like to make friends
– Not bound to an office location
– Place a high ranking on interpersonal relationships at work
– Want co-workers “who make work fun”.

Source Luc Limèrehttp://www.5dcompany.eu

POUR CEUX QUI N’AIMENT PAS LES GRAFFITIS
TRADUCTION: MYTHES DE LA GENERATION Y

La technologie est une affaire de jeunes

Les jeunes sont
multitâches

http://lolwithgod.com/2011/07/14/

Writing in the British Journal of Education
Technology in 2008,
a group of academics led by Sue Bennett of
the University of Wollongong set out to
debunk the whole idea of digital natives,
arguing that there may be “as much variation
within the digital native generation as
between the generations”.

• Michael Wesch, who pioneered the use of new media in his
cultural anthropology classes at Kansas State University, is
also sceptical, saying that many of his incoming students have
only a superficial familiarity with the digital tools that they
use regularly, especially when it comes to the tools’ social
and political potential.
• Only a small fraction of students may count as true
digital natives, in other words. The rest are no better or
worse at using technology than the rest of the
population.

Ils ne sont pas si fort queça!

Q&A - Conclusions

Are the YES
NO
younggeneratio
If NO, then WHO is?
nschanging
the rules
of the game? Any other questions?

Des valeurs au plan d’action

Valeurs

Vision

Mission

Stratégie

Plan d’actions

70

Les valeurs

http://www.valeurscorporate.f 72

Personal Values Top 10 : age groups

Personal values 15 – 34 year 35 – 54 year 55 +

honesty friendship honesty honesty
respect honesty respect respect
friendship respect friendship friendship
family caring family health
caring humor/fun caring family
listening family health caring
health listening listening listening
responsability trust responsability responsability
trust enthusiasm trust Environmental awareness
positive attitude creativity Positive attitude Positive attitude

Nationale Waardepeiling 2010 Barrett Valuescentre www.bzn.be

Quatrevaleursfédératrices
Les valeursclésd’uneentreprise constituent le terreau de sa culture.
Ellesguidentl'entreprise et fournissent, à un groupemultidimensionnel, un
socleculturelcommun. Leurobjectifestd'orienter le comportement et les actions des
collaborateurs de la banque. BNP Paribas
s’estchoisiquatrevaleursclésdontilrappellerégulièrementl’importance, notammentlors
de l’évaluationannuelleàlaquellesontsoumis les collaborateurs pour mesurerleur
performance en termes de réactivité, de créativité, d’engagement et d’ambition.
■ Réactivité
Êtrerapidedansl’évaluation des situations et des évolutionscommedansl’identification
des opportunités et des risques.
Êtreefficacedans la prise de décision et dansl’action.
■ Créativité
Promouvoir les initiatives et les idéesnouvelles.
Distinguer les auteurs pour leurcréativité.
■ Engagement
S’impliquer au service des clients et de la réussite collective.
Êtreexemplairedanssescomportements.
■ Ambition
Goût du challenge et du leadership.
Volonté de gagner en équipeunecompétitiondontl’arbitreest le client. 74

Nos valeurs
Cette mission s’adosse aux valeurs constitutives de l’identité de notre entreprise :

La passion et l’ambition de mener à bien de grands défis
Tout autant qu’il y a trente ans, quand un tout jeune Bill Gates annonçait le pari fou d’un
ordinateur sur chaque bureau et dans chaque foyer, nous sommes convaincus des
possibilités inouïes offertes par les technologies numériques et souhaitons mettre ces
outils au service du plus grand nombre et au service de chaque besoin particulier.

L’intégrité et la responsabilité
Notre position de leader exige de nous une conduite exemplaire dans nos pratiques de
travail quotidiennes et nos relations avec l’ensemble de nos interlocuteurs.

Le respect et la remise en question
Cela passe avant tout par l’écoute de nos clients, de nos partenaires, des autres acteurs
de l’industrie, de nos interlocuteurs politiques et institutionnels. C’est également le
respect de la diversité qui fait la richesse de notre entreprise et qui permet, constamment,
d’élargir notre univers et d’apprendre des autres.

75

Mission, Vision
Unedéfinition possible de la mission d'entrepriseest
la définition de sa raison d'être,
l'aspirationsuprêmequ'elletentecontinuellementd'attein
dre. L'énoncé de cette mission est en généralune
phrase ou un paragraphe qui formulecette raison
d'être sousuneforme un peu vague mais durable et qui
estdonc un repère stable dans le
changementquotidien.
En contraste avec une mission, une vision sertàdécrire
un étatfuturdésiré.
L’énoncé de la mission doitdoncêtre précis et
ayantunevaliditédéterminéedans le temps. La vision peut-
êtreamenéeàêtrechangée pour s'adapter aux
circonstancesconjoncturelles et internesalorsque la
mission, elle, resteidentique..
J.Tendon, http://www.systemic.ch/NewArticles/article008.htm
76

Mission, vision, valeurs

77

MISSION
Building on our scientific, technical and commercial expertise, and aware of our societal responsibilities, we provide
innovative products and services related to chemistry to create sustainable and ever- increasing value to our customers,
shareholders and employees.

VISION
Solvay is an independent, ethical and responsible global industrial Group with a balanced portfolio of sustainable,
profitable and growing businesses, managed in accordance with societal and environmental issues. Amongst the world
leaders in selected markets and products either alone or with sound complementary business partners. Valued by its
customers as a highly competent, reliable and competitive solution provider.With a clear, motivating organization, through
dialogue, developing and empowering people and teams through rewarding and challenging jobs. Acting as good
corporate citizens, caring for the environment, health and safety of its employees and of the community at large. Open to
the expectations of the outside world, and contributing to economic, social and environmental progress

VALUES

We firmly believe in:

•Ethical behaviour - A long-standing tradition of ethical behaviour based on principles of Honesty, Integrity and
Trustworthiness

•Respect for people - Encouragement to exercise creativity and leadership, giving opportunities for every individual to
develop his/her full potential

•Customer care - Constant enhancement of the quality and added value of our products and services through ongoing
and cost effective innovation

•Empowerment - Fostering a culture that encourages delegation, risk taking, speed of response, accountability and
partnership in order to adapt effectively to an uncertain and rapidly changing world

•Teamwork - Developing a learning organisation by building teamwork with open communications across our
organisation, sharing knowledge, technologies and best practices
78

Mission
Peter Drucker observait
déjà en 1973 que la plus
importante raison de
frustration et d'échecs
dans les entreprises
provient d'une réflexion
insuffisante de la raison
d'être de l'entreprise, de
sa mission. Cette
réflexion est toujours
d'actualité.

79

La mission de Microsoft est de mettre son
expertise, sacapacitéd’innovation et la passion
qui l'anime au service des projets, des
ambitions et de la créativité de ses clients, afin
de faire de la
technologieleurmeilleurealliéedansl’expression
de leurpotentiel.

80

Google a pour mission d'organiser
les informations à l'échelle mondiale
dans le but de les rendre accessibles
et utiles à tous

81

Mise en oeuvre : balance score card

82

La stratégie

Source: http://davidcoethica.files.wordpress.com/2009/06/strategy.jpg

LLa stratégie d'entreprise est une question d'adéquation entre les capacités
internes d'une entreprise et son environnement extérieur. Bien que les experts en
stratégie divergent sur le fond, ils s'accordent à penser que cette affirmation
constitue une des problématiques majeures.

Une définition ?
La détermination des
orientations à long terme de
l'entreprise et l'adoption des
actions consécutives, y
compris l'allocation des
ressources nécessaires à la
réalisation de ces objectifs.

Chandler

La stratégie
• Simple
• Compréhensible
• Utilisée au quotidien
• But à atteindre
• Long terme (3 à 4 ans)

Planification
• Court terme
fin de l’an prochain
• Moyen terme
2 à 3 ans
• Long terme
plus de trois ans ...

prospective?

87

Source: elhambinai.blogspot.com/ 2008/02/stay-focused.htm

Il n’y a pas de chemin pour celui qui
ne sait où il va !

Proverbe japonais

Stratégie et focus
BUT

?
?
?

? ?
?

Important et urgent
PAS URGENT
URGENT

IMPORTANT ET IMPORTANT ET PAS
IMPORTANT URGENT URGENT

URGENT ET PAS PAS URGENT ET PAS
PAS IMPORTANT IMPORTANT IMPORTANT

Le sage, le jeune moine et le vase

Positive Negative

S W

O T

External Internal

S

O
T
W

ANALYSE SWOT

Source: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique

Source: Merkapt - http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique

http://www.slideshare.net/merkapt/stratgie-dentreprise-pratique

Modèle général d’Andrews et valeurs

Analyse de Responsabilité Valeurs de la
l’environnement sociale direction

Identifier les
Stratégies Décisions
objectifs
stratégiques
SWOT alternatives stratégiques

Analyse des
ressources

Objectifs
stratégiques et
politique générale
révisés

http://www.slideshare.net/Omar.Filali/management-stratgique-et-culture-dentreprise

Leadership plan d’actions et
culture d’entreprise

ANALYSE SWOT

Stratégie

Plan d’actions

1. Vision globale de l’entreprise

Table des
3. Génération Y (mythe ou réalité ?)
matières

5. Stratégie

6. Plan d’actions


PLAN D’ACTIONS
• Comment?
• Quoi?
• Qui?
• Combien?
• Où? tttt

• Quand?
• Pourquoi?

106

And now …
Project management

Project management:

1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts

La gestion de projets…

116

Why
What The questions one MUST
askbeforestartinganyproject
How
When
Who
Source: Craig Brown www.betterproject.net 119

Why
What Why is this project happening?

How Why now?

Why us?
When
Who
Source: Craig Brown www.betterproject.net

Why
What What solution needs to be put in
place to achieve the goals?
How What work needs to happen to
build the solution?
When
Who

Why
What How do we get this solution in
place?
How
How do we know when we’re done?
When
Who

Why
What When do work activities happen?
What do we need to do first?
How
What’s last?
When
Who

Why
What
Who do we need to deliver this
How project successfully? ?

When
Who

Project management:
1. Preliminaryfacts questions
2. The Golden rule ( triangle)
3. The objectives
4. The planning
5. The context of the company
6. The team
7. The stakeholders
8. Contractual relations
9. Conflicts

The golden rule !!!

Time

Scope Cost

• The triple constraint
• Also known as the IRON TRIANGLE
• IT MUST BE DEFINED BEFOREHAND !

The QuadrupleConstraint

Time

Quality

Scope Cost

• Warning: Quality has many definitions

Figure 1.1 Triple Constraint of Project Management
(Schwalbe, 2006, p8)

Project management body of knowledge
9 Knowledge areas

Time Cost Scope
Management Management Management

Quality Integration HR Management
Management Management

Risk Communication Procurement

4 from the triangle + 4 support + integration

OBJECTIVES MUST BE SMART !

S Specific
M Measurable
A Achievable
R Relevant
T Time-bound

EVEN SMARTER…

Letter Major Term Minor Terms
S Specific Significant[3], Stretching[3], Simple
M Measurable Meaningful[3], Motivational[3], Manageable
Agreed, Attainable[6], Assignable[2], Appropriate,
A Achievable
Actionable, Action-oriented[3]
Realistic[2], Results/Results-focused/Results-oriented[6],
R Relevant
Resourced[7], Rewarding[3]
Time framed[2], Timed, Time-based, Timeboxed,
T Time-bound Timely[6][5], Timebound, Time-Specific, Timetabled,
Trackable
E[1] Exciting, Evaluated, Ethical

R[1] Recorded, Rewarding, Reviewed[8]

http://en.wikipedia.org/wiki/SMART_(project_management)

The planning …
Are you sure it’s needed?

http://flickr.com/photos/xabier-martinez/225627841/

The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan

Changes once you start

Guides you activities

The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan


Makes you think ahead


The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan




The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
The Plan Helps you work out who you
need to hire



Works out the timeline and
budget


The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
need to hire



budget


The Plan
The Plan
The Plan
The Plan
The Plan
The Plan
need to hire

Helps manage expectations



budget


Helps understand the effects of
The Plan
The Plan
The Plan
The Plan changes
The Plan
The Plan
need to hire




budget


Helps understand the effects of
The Plan
The Plan
The Plan
The Plan changes
The Plan
The Plan
need to hire


Don’t forget the retroplanning


Time Cost Scope

Quality Integration HR Management

Risk Communication Procurement

What if it’s not Integrated?

Time Scope
Cost
Management

Integration
Managemen
Quality t
Management HR Management

Procurement
Communication Management
Management

Risk
Management

Figure 1.2 Integrated Management of Projects
(Gray Larson, 2006, p13)

• Which ones are most important for projects?

Technical skills People Skills

Budgeting, Scheduling, Leading, Motivating,
Documenting Listening, Empathising


Figure 1.3 Technical and Sociocultural Dimensions of Project Management

• A team
• is a group of individuals who cooperate and work together to achieve a given set of
objectives or goals (Horodyski, 1995).

• Team-building
• is high interaction among group members to increase trust and openness

Project Team Size
Performance is based on balance of members carrying out roles and meeting social and
emotional needs

• Project teams of 5 to 12 members work best


• There are
problems you
encounter as size
increases


1. It gets more difficult to
interact with and influence
the group

2. Individuals get less
satisfaction from their
involvement in the team

3. People end up with less
commitment to the team
goals

4. It requires more centralized
decision making

5. There is lesser feeling as
being part of team


• You can’taccelerate a nine-monthpregnancy by hiringninepregnantwomen for a
month.
• Likewise, saysUniversity of North Carolina computer scientist Fred Brooks,
youcan’talways speed up an overdue software project by adding more
programmers;
• Beyond a certain point, doingsoincreasesdelays.

Assigning more programmers to a project running behind schedule will make it
even later, due to the time required for the new programmers to learn about the
project, as well as the increased communication overhead.
- Fred Brooks

Group Intercommunication Formula

n(n − 1) / 2

Examples

Fred Brooks
The Mythical Man-Month



n(n − 1) / 2

Examples

5 developers - 5(5 − 1) / 2 = 10
channels of communication

Fred Brooks



n(n − 1) / 2

Examples

5 developers - 5(5 − 1) / 2 = 10

10 developers - 10(10 − 1) / 2 = 45

Fred Brooks



n(n − 1) / 2

Examples

5 developers - 5(5 − 1) / 2 = 10

10 developers - 10(10 − 1) / 2 = 45

50 developers - 50(50 − 1) / 2 =
Fred Brooks
1225 channels of communication The Mythical Man-Month


Project implies change !

And as such

Resistance to change,

even within

the project team !

http://flickr.com/photos/hlthenvt/401556761/sizes/l/

http://www.betterprojects.net/2007/05/introduction-to-stakeholder-management.html

Figure 10.1 Network of stakeholders

Project team manages and completes the project work. Most participants want to do
a good job, but they are also concerned with other obligations and how their
involvement will contribute to their personal goals and aspirations

Project managers naturally compete with each other for
resources and support from top management.
At the same time, they have to share resources and exchange
information.

Functional managers depending upon how the project is
organised can play minor or major role toward the project
success, for example providing technical input etc.

Top management approves funding of the project and establishes the
priorities within the organization. They define success, rewards for
the successful completing of the project. Significant adjustments in
scope, time and cost

Project sponsors champion of the project and use
their influence to gain approval of the project. Their
reputation is tied to the success of the project

Customers define the scope of the project, and ultimate project success
rests in their satisfaction. Project managers need to be responsive to
changing customer needs and requirements and to meeting their
expectations

Administrative groupssuch as human resources, information
systems, purchasing agents, maintenance etc. provide
valuable support service.

Government agenciesplace constrains on project work.
Permits need to be secured

Contractors may do the actual work with team
members

Assumptions
1. the traditional adversarial relationship between the owner and
contractor is ineffective and self-defeating
2. that both parties share common goals and will mutually benefit

Fixed Price Cost Plus

Types of Contracts

Fixed Price Cost Plus

AKA AKA
Lump Sum Time and Materials

Types of Contracts

The contractor lowest bid agrees to
perform all work specified in the
contract at a fixed price.

Disadvantages
Fixed Price
• More difficult and more costly
to prepare (for client)
• The risk of underestimating
project costs (for contractor)

Contract adjustments
• Re-determination provisions
• Performance incentives

Types of Contracts

Contractor is reimbursed for all
direct allowable costs (materials,
labor, travel) plus prior-negotiated
fee (set as a percentage of the
total costs) to cover overhead and
profit. Cost Plus

Risk to client is in relying on the
contractor’s best efforts to contain
costs

Controls on contractors
• performance and schedule
incentives
• costs-sharing clauses

Types of Contracts

It’s not as easy as it sounds


Sub Client
Contractor Performing organisation organisation End Customer

Consider this scenario


Goal alignment?

Sub Client



Maximise customer
revenue, Reliable margin, on time and satisfaction Cheap and
minimise budget,generate more work minimise convenient
costs risk

Sub Client



Maximise customer
costs risk

Conflict!

Sub Client

The sub contractor wants to use
existing systems and processes, which
may help the P.O.’s ability to manage
costs, Considerrestrict it’s ability to
but might this scenario
generate goodwill through lack of
flexibility.

Maximise customer
costs risk

Conflict!

Sub Client

The P.O. wants to manage it’s delivery to be on
time and on target.
This helps the client minimise risk, but
decreases flexibility. New customer
requirements will be harder to implement.


Maximise customer
costs risk

Conflict!

Sub Client

The client organisation wants to maximise
customer satisfaction, which may lead to trying
to include all possible client requirements.
This will probably make the solution too
complex for most customers who want a cheap
and convenient solution.

Maximise customer
costs risk

Conflict!
Conflict!
Conflict!

Sub Client

Collaborating isn’t always easy.


Project management:

Conclusions

Gestion de projets

La gestion de projet est une démarche visant à structurer,
assurer et optimiser le bon déroulement d'un projet qui
doit être:
1. planifié
2. budgété (étude préalable des coûts et avantages ou
revenus attendus en contrepartie, des sources de
financement, étude des risques opérationnels et financiers
et des impacts divers...)
3. Géré et organisé afin de maîtriser et piloter les risques
4. atteindre le niveau de qualité souhaité
5. faire intervenir et coordonner plusieur intervenants
6. Être géré par un comité de pilotage et/ou un chef de projet

Gestion de projets

Phase « PLAN » : dire ce que l’on va faire dans un domaine particulier.
Phase « DO » : faire ce que l’on a dit dans ce domaine.
Phase « CHECK » : vérifier qu’il n’y a pas d’écart entre ce que l’on a dit et ce que l’on a fait.
Phase « ACT » : entreprendre des actions correctives pour régler tout écart qui aurait été constaté
précédemment.

Figure 1.1 Project Life Cycle

NEVER FORGET THAT PROJECT
MANAGEMENT IS A BALANCE BETWEEN
SCOPE

QUALITY

TIME COST

UN PROJET N’EST PAS UNE FIN EN SOI…

Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)

Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)

Similar to Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets) (20)

More from Prof. Jacques Folon (Ph.D)

More from Prof. Jacques Folon (Ph.D) (20)

Recently uploaded

Recently uploaded (20)

Entreprise 2.0 (mission, vision, valeurs, stratégiue et gestion de projets)