Introduction
- Pedagogy - the program.
- The challenge to work in multi-projects.
Aligning strategy, economy and projects
- Apprehending the strategy of the firm.
- Positioning each project compared to the strategy.
- Classifying projects within the firm.
- Selecting projects.
Standardising methods
- "The Customers" of the multi-projects management system.
- The system Objectives: adequacy load/capacity, costs and time scale monitoring.
- Defining management levels: granularity.
- Programs, projects, actions, except projects work.
- Structuring Projects: phases, milestones, work packages, activities, and deliverables.
- Standardising calendars, the categories of costs, resources.
Defining the roles, organising the teams
- Portfolio of projects.
- Various types of projects organizations.
- Clarifying roles and contributions in the projects.
- Finding synergies between projects.
Project Management Office (PMO)
- Its mission, its responsibilities.
- Its composition.
Establishing a Schedule Baseline
- The Multi-projects strategy map.
- A three levels planning system - strategic planning - project planning - department planning.
- Exchanges between levels.
- Working out the Schedule Baseline.
Setting up the Budgets, the Resources
- Step of budget estimate.
- Establishing the activity resource estimate (workload).
- Knowing the capacities.
- Adjusting the adequacy of resources workload/capacity
- The planning process of medium-term and long term.
Monitoring the projects work progress, schedule change
- Monitoring status and progress of times and costs performance.
- Earned value, estimate to complete, variances, forecasted completion.
- The monthly update process.
- The quarterly update process.
- Management of planning change: to analyze the impacts.
Behaviours in a team
- Building and organising the teams.
- Planning Obstacles.
- The internal consensus and commitment related to the schedule.
- Risks Analysis.
- The unavailability of the resources.
- Solidarity.
Deciding in Multi-projects environment
- Steering Committee Procedure of the Multi-projects.
- Analysing the demand and its evolution.
- Analysing supplies status and forecasts.
- Integrating financial, work load, and commitments topics.
- Analysing and classifying Risks.
- Analysing competing solutions: Multi-criteria's choices table.
- Preparing decision of the Steering committee.
- Ensuring decision's traceability: to justify choices.
- Prioritising projects.
Being productive in Multi-projects
- The myth of man/month.
- Sources of waste of time.
- Organising oneself in multi-projects context.
- Preserving balance between projects.
- Motivating stakeholders.
- Optimising resources allocation: the point of view of the functional manager of the department.
Communicating in multi-projects
- Setting up the communication: what to communicate, to whom to communicate, how to communicate.
- Optimising and harmonising the communication modes: meeting, email, phone call.
Multi-projects Dashboard
- Keys for Dashboard development.
- Project Dashboard. Multi-projects Dashboard.
- Improving oneself practice with the Quality Dashboard.
Hands-on work
- CONCERTO Micro-project: This is a multi-projects environment to model the operation of a company and to exempt a rich teaching through an enterprise game. The workshop proposes a simulation of a company organised by projects. Three teams symbolizing the departments of a company must each one carry out some concrete tasks representing the projects. Each participant is, in turn, pilot of a wallet of projects and is charged, with his team to take into account a framework of constraints (objectives, means, time...), to steer the projects of its department. Meetings of projects team and the steering committee allows coordinating actions at various levels. - Synergic exercises: these exercises make it possible to evaluate the attitudes, values, motivations and points of view, at personal level and in teamwork. - Diagnosis exercises: these exercises make it possible to be on a behaviours scale, values or psychological typology. - Case studies: they describe a real context which it is necessary to analyse in order to propose adapted solutions. - Problems solving: this analysis, carried out in group, makes it possible to qualify the problems and to implement a cause / effect study.
3d
- 21h00 
