Project Monitoring. RFF practice 12/01/10. Michel CROC
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1 Project Monitoring RFF practice 12/01/10 Michel CROC
2 Project phases Strategic phase ( 15 months) Pre-public debate studies and debate ( 3 years) Pre-public enquiry studies and enquiry ( 6 years) Detailed design and Works ( 8 years) 2 / Conduite des projets / Bonnes pratiques
3 From European management tools to RFF practices Management tools are: A legitimate requirement of financing agencies Proven and essential support for the project authority The Strategic Action Plan (SAP) is an useful common basis The Action Status Report (ASR) is a good monitoring guideline Some examples of RFF tools: Quality management system Project management plan Risk management 3 / Conduite des projets / Bonnes pratiques
4 Quality Management System QMS enables the organisation to deliver a project within the constraints and with the performances set by its programme: it explains the general principles each partner must respect for its own QMS, for design and build phases explicates interfaces between partners defines principles for the circulation of information 4 / Conduite des projets / Bonnes pratiques
5 Quality Assurance Plans Each partner has the entire responsibility of managing and controlling the quality of his own tasks For this, each partner must develop his specific QAP for the project Each QAP must take into account the specific constraints of each partner, the requirements of his own contract, and the interfaces with the other partners of the project 5 / Conduite des projets / Bonnes pratiques
6 Project management plan Goals and objectives: Quality/Cost/Delivery Work Breakdown System /Final Product Organisation : 1. Participants 1. Owner 2. Financial partners 3. Project management 4. Contractors 5. Stakeholders 2. Responsibilities 3. Inside management 4. Outside management Management: Schedule Cost Risks 1. Scheduling 2. Managing tasks process 1. Budget 2. Control process Quality Documentation 6 / Conduite des projets / Bonnes pratiques
7 Project risk A risk is not a problem. A problem corresponds to an event which occurred and can affect the project objectives A risk can be identified, an unforeseen event cannot An identified event must be quantified to be called risk, if not it is a hazard Unfavorable event Occured Identified but uncertain occurence Cannot be identified Can be quantified Cannot Problem Hazard Risk Unforseen 7 / Conduite des projets / Bonnes pratiques
8 Processes, project management and risks Procedures of the company = sum of risk treatment methods Project management = risk control on costs and schedule Project management procedures Risk Risk analysis Risk Risk monitoring And And control Hazard Unforeseen Risk 8 / Conduite des projets / Bonnes pratiques
9 René Descartes method Divide each and every difficulty in as many parts as possible and as necessary, to better solve them Tasks, actors Identification Causes, consequences Severity, probability, acceptability > scale (like earthquakes) Mitigation, treatment Residual risk, provision risks Risk monitoring and control 9 / Conduite des projets / Bonnes pratiques
10 Risk monitoring and control Identification Assessment Evaluation Scale Treatment Monitoring Objectives Content Risk description Causes Nature Consequences Probability Severity of consequences Impact Scale Actions to deal with risks of unacceptable consequences Integration of treatment actions in the projects management, piloting and control Context 10 / Conduite des projets / Bonnes pratiques
11 Thank you for your attention 11 / Conduite des projets / Bonnes pratiques
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