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CONTACT SEMINAR 19-22 November 2008 Project management tools.

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Presentation on theme: "CONTACT SEMINAR 19-22 November 2008 Project management tools."— Presentation transcript:

1 CONTACT SEMINAR 19-22 November 2008 Project management tools

2 PLAN 1. Characteristics of a project 2. The « APPRET » method - Analyse the situation. Identify the context and the framework of project. Identify the stakeholders. Analyse the problems. Analyse the objectives. Analyse the strategies of intervention - Prepare the project - Planify the project - Realise the project - Evaluate the project - Transform the project

3 1. Characteristics of project - It has a goal (expected results) - It anticipates a need (desire to fulfil a gap) - It is a voluntarist operation (participation of all concerned parties) - It has a deadline - It is a complex operation (create a new methodology, based on problem solving) - It includes different stages: planning- execution/implementation/evaluation

4 2. APPRET method To manage a project, it is necessary to: - Analyse - Prepare - Planify - Realise, Achieve - Evaluate - Transform

5 Analyse a situation Identify the project context Identify the stakeholders Analyse the problems Analyse the objectives Analyse the strategy

6 Identify the context of the project  Analyse the social and economic context and the state of the arts on the subject  This identification will allow to define the problems treated within the project.

7 Identify the stakeholders  Identify and analyse involved parties and the beneficiaries of the project: List of all the stakeholders Identify their interests in the project, their expectations, their potential and their limits.  So maximal available resources can be used efficiently (sharing responsabilities)  Partnerships includes complementary and multidisciplinary of participants.

8 Analysis of problems  Identify the key problems that should be resolved by the project, what are their reasons and their consequences and who are involved?  Establish the relations between the reasons and consequences of each problem.  Draw a problem tree

9 Analysis of objectives  Description of the expected situation (result) after solving the problems.  How: Reformulating positively the problem tree. Therefore, objectives tree represents the future situation that could be achieved. It also gives the first indications of the actions to be implemented.

10 Analyse the strategies  Strategies = set of actions aimed at achieving a result  Identify all the possible strategies (analysis of possible oppositions)

11 Logic of intervention It includes:  General objective the project contributes to  Specific objectives of the project  Intermediate results that should be achieved  The activities or tasks to be carried out

12 How to operate ?  Description of objectives according to quality, quantity, place and time (objectively verifiable indicators).  Description of the sources of check(ing) (indicate where and what kind of information about the objectives’ achievement we can obtain).  Identification of the resources and the cost needed to cover all expenses.

13 Prepare the project - Choose the priorities – organise them into hierarchy - Define the objectives that should be achieved: to identify project objectives, start from the general to 1 or 2 specific objectives. Objectives have to be : S specific M measurable A acceptable R realistic and relevant T timebound/ time framed

14 Plan the project  Estimate the feasibility (Be realistic !)  Define the strategy to achieve planned objectives  Define available means and resources.  Organise the planning of activities Coordonate the phases of action to make sure that previously fixed objective will be achieved. Take into account available resources and possible constraints. Use the competences of different participants Retroplanning, GANTT and PERT graph What, who, when, how, how much ?

15 Realise the project Definition of tasks and roles  Plan project management Follow the planning.  Plan coordination of the project Responsability as to decision making  Plan monitoring of the project Administrative and financial management

16 Evaluate the project Evaluate = Compare information with all criterias in order to take a decision.  Define the datas  Plan the use of results  Gather the information  Choose the way of comparing data

17 Evaluate the project An evaluation plan should answer questions such as: - What is being evaluated ? - Why is it being evaluated ? - Who wants the evaluation ? - Who will do it ? - How will it be done ? - What results do you expect ?

18 Transform the projet Plan the dissemination of reports  Prepare the communication on the project Traces to keep and transfer  Plan what will exist after the project. « Everything begins with the end of the project »

19 Strategy of valorisation Diffusion and exploitation of results has to be part of the project and has to guarantee its use in order to integrate them within the systems and/or education policy (if possible).

20 Previously  Necessity to integrate the key actors and decision makers from the education sector within the project.  Necessity to be aware of the needs of the sector, of the market and potential customers.  Necessity to have a good quality and finished products and results.

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