Lecture

Project Management: Systematic Approach

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In courses (2)

MGT-427: Project management and risk analysis

Ce cours a pour objectif de présenter l'approche générale du management de projet en intégrant la gestion du risque dans toutes les étapes du projet. ...

MGT-426: Logistics and demand analysis

La logistique, fonction transversale par excellence, intègre toutes les dimensions des processus industriels à ajout de valeur, de l'approvisionnement à la distribution aux clients et au-delà en intégrant le développement durable. Un focus particulier sera ...

Description

This lecture covers the systematic approach to project management, including steering committees, project managers, and the scope of project activities. It also delves into the 'process' and 'system' approaches, diagnostic tools, and project classification methods. The instructor presents examples of projects with high technological breakthroughs, such as the Swissmetro and Avea airship, discussing their challenges and market analysis. The lecture emphasizes the importance of clear objectives, shared information, and resource availability in project success. Tools for planning, monitoring, and control are explored, along with methodologies for risk assessment and control. The session concludes with economic analysis examples and considerations for project profitability.

Instructor

Philippe Wieser

Philippe Wieser obtained his diploma of engineer in mechanics at the EPFL in 1977 and he received his PhD in 1981. After a few years working in a engineering consulting company, he joined the EPFL as lecturer. His fields of research and teaching deal with logistics, supply chain management, information systems and integrated logistics, health supply chain and project management. Since May 2000, Philippe Wieser is the executive director of IML: International Institute for the Management of Logistics (EPFL - Lausanne and ENPC - Paris). In 2008 he was appointed Professeur titulaire at EPFL. Philippe Wieser teaches in EPFL-Lausanne (Minor, Master and Executive Master MSL), ENPC-Paris (Executive Master) and other European and African Universities. He is author or co-author of more than ninety publications and international conferences.

Official source

Ontological neighbourhood

Business

Business administration: Project management

Related concepts (32)

Project management software

Project management software (PMS) has the capacity to help plan, organize, and manage resource tools and develop resource estimates. Depending on the sophistication of the software, it can manage estimation and planning, scheduling, cost control and budget management, resource allocation, collaboration software, communication, decision-making, quality management, time management and documentation or administration systems. Numerous PC and browser-based project management software and contract management software products and services are available.

Project stakeholder

Project stakeholders are persons or entities who have an interest in a given project. According to the Project Management Institute (PMI), the term project stakeholder refers to "an individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio. ISO 21500 uses a similar definition.

Project portfolio management

Project portfolio management (PPM) is the centralized management of the processes, methods, and technologies used by project managers and project management offices (PMOs) to analyze and collectively manage current or proposed projects based on numerous key characteristics. The objectives of PPM are to determine the optimal resource mix for delivery and to schedule activities to best achieve an organization’s operational and financial goals, while honouring constraints imposed by customers, strategic objectives, or external real-world factors.

Project management triangle

The project management triangle (called also the triple constraint, iron triangle and project triangle) is a model of the constraints of project management. While its origins are unclear, it has been used since at least the 1950s. It contends that: The quality of work is constrained by the project's budget, deadlines and scope (features). The project manager can trade between constraints. Changes in one constraint necessitate changes in others to compensate or quality will suffer.

Project manager

A project manager is a professional in the field of project management. Project managers have the responsibility of the planning, procurement and execution of a project, in any undertaking that has a defined scope, defined start and a defined finish; regardless of industry. Project managers are first point of contact for any issues or discrepancies arising from within the heads of various departments in an organization before the problem escalates to higher authorities, as project representative.

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