Okadia

OKADiA
Project
Charter
Knowledge Brief
PROJECT MANAGEMENT #03
OKADiA
L’Essentiel Okadia - Module 3/12
™
Project Name Sponsor Project Leader
Core Team
#01 PM FUNDAMENTALS
PROBLEM TO SOLVE SOLUTION
Name Organization Role
Objectives and scope
PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)

Problem Statement
#02 PM ADVANCED Milestones

Project Plan
PLM Maturity Date ADDED VALUE
QUALITATIVE BENEFITS
Initiating
Business need
#03 PROJECT CHARTER

Planning
Executing
Closing
Estimated Cost
OPPORTUNITY MAIN CHARACTERISTICS
#04 TIME MANAGEMENT

Project scope (IS / IS NOT) QUANTITATIVE BENEFITS Cost PLM Maturity Budget
IS: Initiating
Planning
Executing
IS NOT
Closing
#05 QUALITY MANAGEMENT METRICS MSA
Sponsor
VALIDATION
Target
Estimated Benefits
PLM Maturity
Initiating
Confirmed
INVESTMENT & ROI
Project Leader
Planning
PMO
#06 COST MANAGEMENT

Executing
Finance Closing
#07 RISK MANAGEMENT SYSTEM

REQUIREMENT TRACEABILITY MATRIX
#08 VALUE BASED MANAGEMENT

Project Name
Project Description
Requirement Business & Project
ID Sub-ID Project Activity PLM WBS
Description Customer Needs Objectives
SUB SYSTEM 0 SUB SYSTEM 1 SUB SYSTEM 2
1.0
#09 LEADING PROJECT 001 1.1

1.2
2.0
#10 CHANGE MANAGEMENT

002 2.1
2.2 COMPONENT 0.1 COMPONENT 1.1 COMPONENT 2.1
3.0
003 3.1
#11 PERFORMANCE MANAGEMENT

3.2
COMPONENT 0.2 COMPONENT 1.2 COMPONENT 2.2
4.0
004 4.1
4.2
#12 CPM CERTIFICATION PREPARATION 005

5.0
5.1
5.2
PROJECT CHARTER – BUSINESS MODEL – BUSINESS CASE

REQUIREMENT TRACEABILITY MATRIX – PBS – OBS - WBS
This document is the property of Okane Consulting Group. It may not be used, reproduced or transmitted without their approval.
OKADiA
Guideline Okadia - Module 3/12
™
7 Core Team
Sur la base de FAITS uniquement, Objectives and scope
1 définir la Problématique à Résoudre
(Problem Statement) selon les PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)
méthodes 5W & 2H. Problem Statement
Décrire quels seront les Bénéfices

2 MESURABLES générés par la résolution 1 6 Project Plan
de cette problématique.
Milestones PLM Maturity Date
Précisez ce qui fera parti et ce qui ne Initiating
Business need
3 fera pas parti du Projet afin d’éviter les Planning
Scope trop larges. Executing
Lister et Décrivez les Bénéfices 2 5 Closing
4 Quantifiables (Mesurables : Temps –
Coûts – Qualité…) Estimated Cost
Lister et Décrivez les Bénéfices Non
Initiating
5 Quantifiables (Non Mesurables : IS:
Motivation, Stress, Satisfaction…) Planning

3 4 Executing
Décrivez et Cadrez votre Projet en IS NOT
Définissant un point de départ Closing
6 Mesurable, un point d’arrivé Mesurable
et des Objectifs de Performance Estimated Benefits
METRICS MSA VALIDATION
Mesurables PLM Maturity
Sponsor Target Confirmed
Initiating
Nommez le Projet en Cohérence avec Project Leader
7 Planning
les éléments 1 à 6.
PMO
Executing
Finance Closing
OKADiA
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3 2 1 Core Team
PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)

Définissez une équipe Projet Multi Problem Statement
1 Fonctionnelle (MFT : Multi Functional
Team) intégrant tous les métiers
4 Project Plan
Nommez - Confirmez un Chef De Projet
2 Milestones PLM Maturity Date
reconnu par l’ensemble de la MFT
Initiating
Business need
Planning
Nommez un Sponsor Projet reconnu
3
par l’ensemble de la MFT Executing
Closing
Définissez les jalons majeurs du projet
4 pour chaque phase et sur la base du 5 Estimated Cost
Time Management (Module #04)
Enregistrez pour chaque phase projet IS: Initiating
l’estimation des coûts sur la base des
5 principes du Cost Management
Planning
(module #05) Executing

IS NOT
Closing
Enregistrez pour chaque phase projet
l’estimation des bénéfices financier afin
de confirmer le retour sur METRICS MSA VALIDATION
6 Estimated Benefits
6
investissement (ROI) et le Break Even Target PLM Maturity Confirmed
Sponsor
Point (BEP) du Projet (Concept de
Initiating
Business Case) Project Leader
Planning
PMO
Executing
Finance Closing
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Core Team
Définissez un système de contrôle
composé de différents Metrics (KPI) afin PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)
de contrôler l’avancement et l’atteinte
1 Problem Statement
des objectifs projet (On Time – On Cost
– On Quality – On Value : Performance
Management)
Project Plan
Définissez un Système de Mesure (MSA QUALITATIVE BENEFITS
: Measurement System Analysis) qui Initiating
Business need
2 vous permettra de positionner vos KPI Planning
dans un Status RAG (Red – Amber – Executing
Green)
Closing
Faites Signer le Project Charter au Estimated Cost

3 Sponsor, au PM, au PMO et à la Project scope (IS / IS NOT) QUANTITATIVE BENEFITS Cost PLM Maturity Budget
Finance.
IS: Initiating
Planning
Executing
IS NOT
LE PROJECT CHARTER DOIT ETRE Closing
ASSOCIE A UN BUSINESS MODEL ET
UN BUSINESS CASE POUR OBTENIR Estimated Benefits
LA VALIDATION DU SPONSOR
Target PLM Maturity Confirmed
Sponsor
Initiating
1 2 Project Leader 3
Planning
PMO
Executing
Finance Closing
OKADiA
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Le Project Charter doit être

associé a un Business Model et
un Business Case pour obtenir la
validation du sponsor.
ADDED VALUE
Le Business Model associé au

Business Case permet de
challenger le projet en évaluant
le ratio :
Retour sur Investissement (ROI)

VS
Investissement
INVESTMENT & ROI
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1
1 Le Business Model se compose
de :
- La définition de la
problématique à résoudre
- L’opportunité qui permet

d’initier le Projet
- La description détaillée de la
Valeur Ajoutée à l’origine du
retour sur investissement (ROI)
ADDED VALUE
- La description détaillée de la
solution
- La caractérisation de la solution
2 Le Business Case se compose :

- Du Business Model
- De la description détaillée des

investissements nécessaires à
la réalisation du Projet (CAPEX,
OPEX)
- Du retour sur Investissement

(ROI) généré par
l’investissement et la réalisation
du Projet
- Du Break Even Point (BEP) ou INVESTMENT, ROI & BEP

Pay Back Period (PBP)
2
OKADiA
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1 Sur la base de FAITS uniquement,

définir la Problématique à 1 PROBLEM TO SOLVE SOLUTION
Résoudre (Problem Statement)
selon les méthodes 5W & 2H en
précisant les causes possibles VS
probables ainsi que l’origine
potentielle de chaque cause
probable (Root Cause).
2 Décrivez l’opportunité qui ADDED VALUE 4

nécessite de lancer le projet
immédiatement (contexte &
besoins). Décrivez les opportunités
qui pourraient faciliter l’Exécution 3
du projet (PESTLE)
3 Décrivez l’ensemble des Valeurs

Ajoutées (bénéfices Qualitatif &
2 OPPORTUNITY MAIN CHARACTERISTICS
Quantitatif) générées par la
résolution de la problématique.
Préciser les Valeurs Ajoutées
permettant de générer un retour
sur investissement Financier
4 Décrivez la ou les solutions et leurs

caractéristiques attendues
permettant de résoudre la
problématique
5 Préciser les volumes Financier

d’investissement Nécessaires
(CAPEX / OPEX) et le ROI Généré.. 5 INVESTMENT, ROI & BEP
Calculez le BEP ou PBP
OKADiA
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Project Name
Project Description
La Matrice de Traçabilité est un document Requirement Business & Project
Cluster ID Sub-ID Project Activity PLM WBS
prérequis et essentiel à la Structuration d’un Description Customer Needs Objectives
Projet.
1.0
Cette Matrice à pour objectif de Lister, 1.1
001
Classer et Regrouper l’ensemble des
EXIGENCES & SPECIFICATIONS Projet afin 1.2
de pouvoir définir la structure Projet
Optimale et Adaptée aux Besoins. 2.0
La Structure Projet doit être établie sur la 002 2.1

base de la Matrice de Traçabilité et est 2.2
composée par :
3.0
- 1 PBS : Product Break Down Structure
003 3.1
- 1 WBS : Work Break Down Structure
3.2
- 1 OBS : Organizational Break Down
Structure 4.0
004 4.1
4.2
5.0
005 5.1
5.2
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Project Name 1
1 Nommer La Matrice par le nom du
Projet Project Description 2
2 Décrire le Problem Statement Cluster ID Sub-ID Project Activity PLM WBS
(Problématique / Objectifs)
1.0
3 Regrouper les exigences par
Cluster / Besoins identiques et / ou 3 001 1.1 4 5 6 7
cohérents (essentiel pour
1.2
l’établissement des Work
Packages) 2.0
4 Codifier – Identifier chaque 002 2.1
Exigence Individuellement
2.2
Décrivez l’Exigence ou le Besoin 3.0

5
(recopie factuelle du cahier des
003 3.1
charges ou description)
3.2
6 Décrivez les Business Needs &
Customer Needs associés à 4.0
chaque exigence
004 4.1
5 Décrivez les Objectifs Projet
4.2
associés à chaque exigence
5.0
005 5.1
5.2
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Project Name
Project Description
Cluster ID Sub-ID Project Activity PLM WBS
1 Décrire les Activités ou les Tâches 1.0

nécessaires permettant de
répondre à l’Exigence associée aux 001 1.1 1 2 3
Objectifs et Besoins.
1.2
Cette première description sera
2.0
complétée et détaillée durant la
phase de Time Management : 002 2.1
Module #04)
2.2
2 Décrire quelle phase du PLM 3.0
(Initiate, Plan, Execute, Contrôle)
est liée à cette activité (cela 003 3.1
permet de vérifier la cohérence
des clusters et de s’assurer que les 3.2
activités Projet couvrent toutes les
4.0
phases)
004 4.1
3 Proposer une affectation de
chaque Activité à un WP en 4.2
cohérence avec le PLM 5.0
005 5.1
5.2
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SYSTEM
Le PBS doit refléter l’Architecture SUB SYSTEM 0 SUB SYSTEM 1 SUB SYSTEM 2
Produit et / ou Service qui sera livrée
au final par le Projet.
Tout comme la Matrice de Traçabilité,

le PBS est un document « vivant » qui COMPONENT 0.1 COMPONENT 1.1 COMPONENT 2.1
doit faire l’objet de mises à jour
régulières.
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WBS
Le WBS doit être établi sur la base de INITIATE - PLAN EXECUTE CLOSE
la matrice de traçabilité.
Le WBS doit refléter l’Organisation

des Activités (Cluster) ainsi que le
PLM. WP1 WP4 WP7

WP2 WP5 WP8
le WSB est un document « vivant » qui
doit faire l’objet de mises à jour
régulières.
WP3 WP6 WP9
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PM PMO
ASSISTANT
L’OBS (Nomination et Organisation de LEADER LEADER LEADER

L’équipe) doit être établi sur la base
de la matrice de traçabilité, des
compétences – expériences – Soft
Skills nécessaires & de la disponibilité
des personnes compétentes.
WP LEADER WP LEADER WP LEADER
L’OBS doit refléter l’Organisation des

Activités (Cluster), le PLM et le PBS.
WP LEADER WP LEADER WP LEADER

l’OBS est un document « vivant » qui
doit faire l’objet de mises à jour WP LEADER WP LEADER WP LEADER
régulières.
OKADiA
L’Essentiel IAPM – Thème 4/20
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PROJECT STAKEHOLDERS – STAKEHOLDER MAPPING

Projects are made by people for people! Who will be affected by or able to influence
your project and/or the project deliverable? What can you do to get these people
involved in the project? What organizational aspects do you have to consider?
WHICH MEASURES HAVE TO BE DEFINED?
You define the measures for the organization of communications to the stakeholders.
• Quadrant I: It may be a good idea to make a person a member of the steering
committee or project team.
• Quadrant II: Get them closely involved in the project (e.g. as core project team
members).
• Quadrant III: It may be a good idea to make a person a member of a consultant panel
or advisory board. Whatever their role in the project, the people in these quadrants
have to be regularly and proactively involved in the communication process.
• Quadrant IV: It is often sufficient to provide summarized information on a situational
basis.
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PROJECT CHARTER
What are the projects' objectives?
Defining project goals: what sounds simple at first is a bit more complicated if you take a
closer look. A project manager has to be familiar with methods for analyzing the target
setting and should know the connection between the project- and company goals. He
should be able to analyze the relationships between the project goals and prioritize
conflicting goals.
There are four main objectives:
• Quality objectives : This includes the determination of the project deliverable and the
quality requirements (design objectives, parameters, ...). The detailed version is later
listed in the project-specification.
• Time objectives : Here the time framework and, if necessary, specific milestones are
listed. This includes either a defined date for start and finish or a given time period for
achieving the project goals.
• Cost objectives : Every project has a funder and is somehow limited in the expenses.
Therefore, the budget is mostly specified prior to project planning by the client or has
to be requested.
• Quantitative and qualitative result and process objectives : The main process objective
is the satisfaction of key stakeholders.
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PROJECT CHARTER
Which rules for defining objectives should the project manager apply?
The variables should be precisely specified. Expressions such as "could" and "ought to"
should be avoided. Complex terms such as "user-friendliness" should be broken down
into individual components.
Project objectives have to be measurable and verifiable:
• Formulated in a precise, comprehensible and positive way

• Quantified to the greatest possible extent
• Formulated in a solution-neutral way so that they do not rule out potential solutions
from the outset
• Examined to ascertain whether they are really necessary
• Formulated individually as separate statements - i.e. as requirements
• Summarized in one document
• Accepted by all stakeholders
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PROJECT CHARTER
Target Relationships
These main objectives time, cost and quality can be arranged in a so-called magic
triangle. Managing the magical triangle balanced is thus the biggest fine art of project
managers.
There is no "correct" way to achieve this - project managers need an experience and they
have to correct the situation on time by using the right management tools.
Sometimes, these goals are dependent on each other. It is distinguished between:
• Competing goals
• Complementary goals
After identification of the project objectives, it is mandatory to prioritize them. This

eliminates unnecessary pressure in the project and provides a better focus on the main
goals.
When targets are agreed, the project manager should observe the following eight rules:
1. First discuss the targets with all people affected and then jointly define them.
2. Formulate objectives in a concise and understandable way.
3. Agree, don't dictate - pay attention to the formulation, tone of voice and response of
staff.
4. Provide staff with psychological support to cope with their new responsibility.
5. Make it clear that targets have to be met.
6. Encourage staff to voice their opinions.
7. Discuss progress with staff regularly.
8. Identify reasons, when targets are not met.
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DEMING CYCLE - PDCA
Deming Cycle
In order to control the project quality, continuous monitoring of the project progress and
quick adjustments in project planning are important.
A simple but powerful method for project controlling is the so-called Deming Cycle.
It is an iterative method used in business for the control and continuous improvement of
processes and products. For a project manager, this method can help, to constantly
measure and adjust the project progress.
• Plan: Establish objectives and processes required to deliver the desired results.
• Do: Allows the plan from the previous step to be done.
• Check: The data and results gathered from the "Do phase" are evaluated. This means,
that the results are compared to the expected outcomes and checked, if any similarities
and differences occurred.
• Act: Also called "Adjust" - this phase is where a process is improved and risks are re-
evaluated. After that, planning for the next cycle can proceed.
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PROJECT CONTRAT
Contract administration allows contracts to be
• designed,
• concluded
• executed in such a way that the project objective is
• attained or surpassed.
In project contracts, the objective is usually the construction of a facility, in particular a

building or an industrial plant. From a contractual perspective, the contract administration
team acts to represent the project objectives. This means that it must ensure that the
contract deliverable is supplied in a defect-free state. For this, the contract administrator
has to identify constraints in terms of time, finances, human resources or other factors and
implement appropriate measures. For example, he ensures that contractually agreed
deadlines are met. This also forms the basis for the claim management process. Contract
administration is closely related to change and quality management.
So, in a nutshell the contract administration is the part of project management concerned
with the coordination of contract design, conclusion, execution with a view to attaining
the project objectives and modification.
The contract administration process continues throughout the project. It comprises both
factual activities (e.g. preserving evidence for claim management) and legal activities (e.g.
contract changes, reminders). The main tools used for contract administration are the
various forms of documentation available. These primarily include:
• Contracts (e.g. with customers, sub-contractors, consortia)

• Other agreements and change logs
• Correspondence, construction site reports, job records, photos
• Delivery notes, customs certificates, official permits
• Other methods of preserving evidence
• Modern communication media (especially IT)
• Forms and checklists
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PROJECT CONTRAT
Compared to other contracts, project contracts have some specific characteristics:
• Acceptance : Acceptance is an important milestone in the project lifecycle. If the

contractor has performed the work or services in accordance with the contract, the
customer is bound to accept it and the contractor has the right to acceptance.
• Warranty : A warranty is a statement or representation that the goods or services will

perform as agreed. German law, for example, specifies quality and durability
warranties. A warranty goes beyond statutory guarantee rights.
• Exclusion of liability : The contractor must make an attempt to limit or exclude its
liability. If penalties have been agreed, it should ensure that additional liability for
damages is excluded. Claims for damages are required to have a fixed upper limit,
such as five percent of the contract value.
• Limitation of defect claims : In the law governing contracts for work and services, which
often applies in project contracts, the following periods of limitation apply:
o Five years for construction work or for planning or supervision services rendered
in connection with the construction project.
o Two years for the manufacture, maintenance or modification of a product and
for planning or supervision services rendered in this connection.
•
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PROJECT CONTRAT
Rights in case of impairment of performance
Performance impairment claims can be a huge threat to a project itself. There are
different perspectives and each party has its own rights, if this occurs. One differentiates
between both
• rights of the customer
• rights of the contractor
Customer's rights
In the event of performance impairment, the customer has the following rights:
• Contractual penalty
• Refusal of performance until counter-performance is affected
• Supplementary performance (formerly: rectification of defects - takes precedence over
other defect claims)
• Self-execution (formerly: execution by substitution)
• Price reduction and cancellation of contract
• Damages (if the contractor is at fault)
• Termination for cause
Contractor's rights
In the event of performance impairment, the contractor has the following rights:
• Refusal of performance until counter-performance is affected (= retaining lien)

• Default interest
• Cancellation of the contract
• Damages (if the customer is at fault)
• Termination for cause
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PROJECT CONTRAT
Project Types of contracts
• Contracts of sale
• Contracts for service
• Contracts for work and service
It is also possible that a mixture of those contracts appears in a project. As an example, an

industrial plant contract can be mentioned. This contract not only includes elements of
contracts for work and services, but also of commercial and service contracts. However,
the emphasis of the contract is generally on the law governing contracts for work and
services, so this law applies. This fact includes some potential pitfalls: the contractor is
liable because the major part of the project contract constitutes a contract for work and
services.
Entry into force of a contract and its invalidity
As soon as you have thought about your project and the according contracts you need to
know, when and how a contract comes into force. There are different ways how a contract
becomes legally valid. One way is, that all parties involved sign the contract, the other
way is that one party makes an oral or written offer and the other party accepts this offer
unconditionally. In general, oral contracts have legal force, but they are not
recommended because of missing verifiability. When a contract will become invalid
depends on the specific country. There are countries with contract autonomy (e.g.
Germany) and countries without contract autonomy (e.g. Saudi Arabia).
• Countries with contract autonomy:

Everything which is not expressly forbidden is allowed.
• Countries without contract autonomy:
Everything which is not expressly allowed is forbidden.
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STEERING COMMITTEE & CORE TEAM
What is a steering committee and who participates in it?
A steering committee should be installed for any projects that involve

major reorganization measures.
Its members can be the customer, investors, representatives of official bodies and public
agencies.
Some organizations differentiate between two kinds of steering committee:
• Project sponsor's internal committee

• Committee that also has external partners as members
Essential Information : The number of steering committee members should be kept to the
minimum.
For the project manager it serves as a body for

• reporting,
• decision-making
• escalation.
The committee disbands when the project objective has been attained. It has the
following functions and powers:
• Monitoring project progress

• Deciding on the acceptance or rejection of milestone results
• Clarifying authority disputes between the project manager and departmental
managers
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What are the tasks of a steering committee?
The steering committee only realizes project strategy tasks. It is not involved in
project operations and consults the project manager before making decisions. The
steering committee nominates a spokesperson who reports to senior management. The
project board must be kept up to date on the project's progress through regular reports.
The steering committee is responsible for following project-specific tasks:
• Acceptance of project charters from senior management

• Appointment of project managers
• Decisions on project strategy
• Checking and signing of project definitions
• Involvement in the initiation of new projects (while the customer is responsible for the
decision whether a project is initiated or not)
• Setting priorities for project strategy implementation (includes plans for the
subsequent year and mid-term planning)
• Planning and monitoring of the number of staff involved in the project and the
development of costs in the relevant company division
• Decisions regarding the outsourcing of project tasks to external parties (at the project
manager's suggestion)
• Supervision of project deadlines, costs and progress (superordinated monitoring
function)
• Preparation of decisions for senior management
• Solving project-related conflicts if the project manager is not able to do so
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Tasks and responsibilities of a project manager
A project manager is assigned to each project. He coordinates the project throughout

its entire lifecycle as far as the pilot series and in all participating departments. He should
be a member of the development team.
He needs to be aware of the significance of the start-up phase so especially in this phase
the project manager's tasks are crucial:
• To define the project objectives and project content (in collaboration with the
customer)
• To clarify and establish the overall availability of human, financial and other resources
(e.g. operating resources)
• To form the project team and establish rules governing cooperation among team
members with line managers and with the customer
• To set up the project management structures
• To prepare the first project plan
• To undertake an initial risk analysis
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Tasks and responsibilities of a project manager
The project manager is responsible for reaching the project objectives as specified in the
project definition according to the project organization: deadlines, costs and (product)
quality.
He is responsible for coordinating project team members and their work packages in
accordance with the project definition during the project.
Essentially, the project manager must
• Prepare the work breakdown structure and the according work packages and approve
the appropriation of project budget funds,
• Enlist and manage the project team,
• Report to the project steering committee and
• Plan and monitor the project schedule.
a. Monitor project progress (based on milestones and project review dates)
b. Promptly identify deviations from schedule and implement counter measures
• Plan and track the development of project costs,
• Verify and coordinate changes and incorporate them in project planning and
implementation activities (product- and project-specific),
• Use the project management tools that the organization has at its disposal
• Ensure the efficiency of project information channels
• Establish appropriate structures for managing project development and processes
and represent the project internally and externally.
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COMMUNICATION
At the outset of the project, a project manager and his team develop a stakeholder
communication strategy. A communication matrix, based on the information obtained in
the stakeholder analysis, helps them to record the information requirements of project
stakeholders. Its structure is similar to that of the reporting schedule and it shows which
measures are to be implemented, in what way and when.
The stakeholder analysis provides the project manager with information about which
stakeholders are important for the project, which could damage the project and which
could be of use to him. The team then develops tailor-made communication measures for
each stakeholder group.
In small-scale projects, only one member of staff is usually assigned to the

implementation of the measures. In this case, the project manager has to assume
responsibility for this task but delegate the work (e.g. writing texts) to his team. The team
should clarify the form in which each stakeholder wishes to receive information and
provide feedback. They can use a communication matrix to do this.
Elements of stakeholder communication : When communicating with stakeholders, the

project team selects the intended methods from a catalogue of measures, which can
include:
• Project meetings (including telephone and video conferences)

• Project reports
• Websites or social networks
• Events
• Idea competitions
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COMMUNICATION
Non-verbal communication
Although a combination of written and oral communication is the best way of

communicating - in the daily job as well as in projects, non-verbal communication should
not be underestimated. Unlike written and oral communication, non-verbal
communication focuses on body language. Facial expressions, gestures (use of the body
in conjunction with language), gesticulation (use of physical gestures independently of
spoken language), stance, distance to the other party, external appearance, voice, talking
speed, dialect and accent are all forms of expression that enable people to form an
opinion about the person they are talking to and provide a context within which
information is interpreted.
When dealing with other members of the team, project personnel should therefore make
an effort to recognize and control their non-verbal signals and to observe those of the
person they are talking to. Saying "Nice to see you" with an angry expression on your
face will be interpreted as "I don't want to be at this meeting". Someone who is sitting at
the conference table with a smile on his face and folded arms is indicating defensiveness,
disinterest or irony.
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MEETINGS
Meetings are an indispensable tool for the coordination of project work. They are crucial,
not only from a professional point of view, but also for stakeholder management. In order
to get good results quickly, both the person chairing the meeting and the participants
must adhere to specific rules and know what they have to do to ensure the meeting's
success. Characteristics of a good meeting :
Before the meeting

• The meeting has been well-prepared and pursues one or more clear objectives.
• The participants have received information in advance of the meeting.
• An agenda was prepared and the meeting follows this.
During the meeting
• The only people attending the meeting are the ones who are really needed (e.g. to
make decisions).
• Each participant has the opportunity to state his opinion and the chairperson
encourages shy participants to speak.
• All participants have equal rights, irrespective of their position in the organisation's
hierarchy.
• The chairperson or a person nominated by him uses a binding speaking order.
• All participants and the contributions they make to the meeting are treated with
respect, killer phrases have to be avoided.
• Differences of opinion are resolved immediately at the meeting; if immediate
resolution is not possible, a date is fixed for a meeting to resolve these differences of
opinion.
After the meeting
• Each participant is able to summarize the results in his own words.
• Each participant can explain the tasks that he has been given at the meeting.
• Each participant leaves the meeting feeling positive.
• Rough minutes of the meeting are prepared and signed by all participants; it is best to
include the comments that are written on flip charts or Metaplan walls in the minutes of
the meeting.
OKADiA
™
WORKSHOPS
OKADiA
™
WORKSHOPS
OKADiA
™
WORKSHOPS
OKADiA
L’Essentiel
™
Project Charter Project Charter

Dans le cadre d’un Projet ou d’un Programme, le Project Charter (Charte Projet) Project Name Sponsor Project Leader
est le premier livrable essentiel et fondamental au Succès et à la Performance. Core Team

Une charte de projet formalise la Définition du Projet tout en caractérisant les PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)
Objectifs, les Bénéfices, les Ressources, les Rôles et Responsabilités ainsi que le Problem Statement
système de Mesure / Contrôle associé. Project Plan

Une charte de projet permet de Formaliser & Communiquer : Business need
Initiating
Planning
• L’Essence du Projet Executing
• Les Objectifs Projet Closing
Estimated Cost
• L’Organisation Projet Project scope (IS / IS NOT) QUANTITATIVE BENEFITS Cost PLM Maturity Budget
IS: Initiating
Les Composantes Projet

Planning
Executing
IS NOT
Closing
• Créer un Unique Produit ou Service Estimated Benefits

OBJECTIFS
• Digitaliser, Améliorer, Transformer ou Evoluer Sponsor Target PLM Maturity Confirmed
• Concept Point A – B (AS-IS VS TO-BE) Project Leader

Initiating
Planning
PMO
Executing
PHASES • Initier, Planifier Finance Closing
(Temporaires) • Exécuter, Surveiller

• Contrôler, Clôturer Le Project Charter est le livrable critique de la phase INITIATE
• Individus (Compétences, Identité, Culture…)
EQUIPES • Aligner, Motiver
• Cascader (Objectifs, Taches, OKADIA ™
Responsabilités) By Okane Consulting Group
• Exigences – Objectifs – Activités
LIVRABLES • Planning et PDP
www.okadia-exed.com contact@okadia-exed.com
• Organisation (PBS, OBS, WBS…)

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Project Name Sponsor Project Leader

PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)

#02 PM ADVANCED Milestones

#03 PROJECT CHARTER

#04 TIME MANAGEMENT

#05 QUALITY MANAGEMENT METRICS MSA

#06 COST MANAGEMENT

#07 RISK MANAGEMENT SYSTEM

#08 VALUE BASED MANAGEMENT

#09 LEADING PROJECT 001 1.1

#10 CHANGE MANAGEMENT

#11 PERFORMANCE MANAGEMENT

#12 CPM CERTIFICATION PREPARATION 005

PROJECT CHARTER – BUSINESS MODEL – BUSINESS CASE

Project Name Sponsor Project Leader

Décrire quels seront les Bénéfices

Motivation, Stress, Satisfaction…) Planning

Project Name Sponsor Project Leader

PROBLEM STATEMENT PROJECT OBJECTIVES (AS-IS / TO-BE)

(module #05) Executing

Project Name Sponsor Project Leader

Faites Signer le Project Charter au Estimated Cost

PROBLEM TO SOLVE SOLUTION

Le Project Charter doit être

Le Business Model associé au

Retour sur Investissement (ROI)

INVESTMENT & ROI

- L’opportunité qui permet

OPPORTUNITY MAIN CHARACTERISTICS

2 Le Business Case se compose :

- De la description détaillée des

- Du retour sur Investissement

- Du Break Even Point (BEP) ou INVESTMENT, ROI & BEP

1 Sur la base de FAITS uniquement,

2 Décrivez l’opportunité qui ADDED VALUE 4

3 Décrivez l’ensemble des Valeurs

4 Décrivez la ou les solutions et leurs

5 Préciser les volumes Financier

REQUIREMENT TRACEABILITY MATRIX

La Structure Projet doit être établie sur la 002 2.1

REQUIREMENT TRACEABILITY MATRIX

Décrivez l’Exigence ou le Besoin 3.0

REQUIREMENT TRACEABILITY MATRIX

1 Décrire les Activités ou les Tâches 1.0

Tout comme la Matrice de Traçabilité,

COMPONENT 0.2 COMPONENT 1.2 COMPONENT 2.2

COMPONENT 0.3 COMPONENT 1.3 COMPONENT 2.3

Le WBS doit refléter l’Organisation

Tout comme la Matrice de Traçabilité,

WP3 WP6 WP9

L’OBS (Nomination et Organisation de LEADER LEADER LEADER

L’OBS doit refléter l’Organisation des

Tout comme la Matrice de Traçabilité,

PROJECT STAKEHOLDERS – STAKEHOLDER MAPPING

WHICH MEASURES HAVE TO BE DEFINED?

What are the projects' objectives?

There are four main objectives:

Project objectives have to be measurable and verifiable:

• Formulated in a precise, comprehensible and positive way

After identification of the project objectives, it is mandatory to prioritize them. This

DEMING CYCLE - PDCA