Project Management

PMP Certification

PMBOK 7th Edition

 Comparaison entre V6 et V7

Items V6 V7
Approche Workflow de processus Principes guidant les actions et le mindset
globale à travers un corpus de connaissances
vaste couvrant les domaines de l’agilité,
du lean thinking, et de la centricité client.
Structure 49 Processus, ITTO, domaines de 12 principes universels.
connaissance, cycle de vie de 8 domaines de performances.
management projet avec 5 Gestion de projet portée vers la livraison de
groupes de processus valeur.
Champs Applicable à la plupart des projets, Applicable à tous les projets, grâce à la
d’application la plupart du temps combinaison des différents principes.
Public ciblé Principalement les chef de projets Toutes les parties prenantes du projet

Adaptation Au niveau de chaque domaine de Section dédiée à un cadre d’adaptation

connaissance global applicable à tout type de projet
Outils et Spécifiques à chaque processus Section dédiée traite les modèles,
Méthodes méthodes et artefacts avec des matrices
de correspondance les reliant aux
domaines de performance
Influence de Facteurs environnementaux Facteurs environnementaux externes et
l’environnement internes et externes. internes (y compris les actifs orga)
Actifs Organisationnels
Comparaison entre V6 et V7
Un système de création de valeur

• Création de valeur

• Systèmes de gouvernance organisationnelle

• Fonctions associées aux projets

• Environnement du projet

• Aspects du management de produit

Création de valeur- Flux de l’information
 Fonctions associées aux projets

Pour réaliser le projet, les personnes doivent assumer différentes

fonctions nécessaires pour le bon fonctionnement du projet.

1. Assurer une supervision et une coordination

2. Présenter les objectifs et les retours d’informations.

3. Faciliter et soutenir

4. Exécuter le travail et apporter un éclairage.

5. Mettre à profit l’expertise.

6. Donner une orientation et un aperçu.

7. Octroyer des ressources et donner une orientation.

8. Maintenir une gouvernance.

 Environnement du projet

Environnement interne Environnement externe

• Actifs des processus, données et • Conditions du marché

connaissance • Questions sociales et culturelles
• Documents de gouvernance • Cadre réglementaire
• Sécurité et sûreté • BD commerciale
• Culture, structure et gouvernance • Standards industriels
• Infrastructure • Environnement physique
• Disponibilité des ressources • Considérations financières
• Aptitude du personnel • Recherche académique
 Management du produit

Produit
=
Objet quantifiable
=
produit final
ou
un composant

Le Management de produit existe sous différentes formes, en particulier:

• Management de programme dans un cycle de vie du produit.

• Management de projet dans un cycle de vie du produit.
• Management de produit dans un programme.
 Adaptation- Tailoring

L’adaptation correspond à l’ajustement intentionnel des éléments suivants:

• L’approche du Management du projet

• La Gouvernance
• Les Processus

Pour les rendre plus appropriés à l’environnement et aux tâches en cours.

Facteurs poussant à l’adaptation

• Livraison rapide • Compréhension
• Réduction des couts • Evaluation
• Optimisation de la valeur livrée • Pondération
• Livrables et résultats de haute
Qaulité
• Conformité avec les standards
• Satisfactions des attentes
(Stakeholders)
• Adaptation au changement Création d’un environnement
opérationnel pratique pour le projet
 Adaptation- Tailoring

L’adaptation offre aux organisations les avantages suivants:

• Niveau d’engagement élevé de la Team.

• Orientation centrée sur les besoin du client.
• Utilisation plus efficace des ressources du projet.

Aspects du projet à Adapter

• Cycle de vie et choix de l’approche de développement.

• Processus (rajout, modif, suppression, combiner,..)
• Engagement (personnes, autonomisation, intégration de #contributeurs)
• Outils.
• Techniques et Artefacts.
 Adaptation- Tailoring

Processus d’Adaptation
Tailoring to Fit
The Projetct
context &
Environment
 Adaptation au
contexte et à
l’environnement
du projet
 Les principes de Management de projet

Les principes de
Management de projet

Le Standard
pour le • Lignes directrices de base pour la stratégie, prise de décision, et
Management résolution de problème.
de projet • Représentent la base des normes et des méthodes professionnelles.
• Visent à guider le comportement des acteurs des projets.
• Peuvent être le reflet de valeurs morales.

 Responsable
 Honnête
 Equitable 4 Valeurs 12 Principes
 Respectueux
 Les principes de Management de projet

Stewardship/ Etre un gestionnaire responsable, respectueux et attentif.

Accompagnement
Team/ Equipe Créer un environnement collaboratif pour l’équipe projet.
Stakeholders Impliquer les parties prenantes de manière efficace.
Value Se concentrer sur la valeur.
System thinking/ Reconnaitre, évaluer et répondre aux interactions dus système.
Pensée systémique
Leadership Manifester des comportement de leader.
Tailoring/ Adaptation Adapter en fonction du contexte.
Quality Garantir la qualité des processus et des livrables.
Complexity Se frayer un chemin dans la complexité.
Risk Optimiser les réponses aux risques.
Adaptability & Accepter l’adaptabilité et la résilience.
Resilience
Change Favoriser le changement pour atteindre l’état futur envisagé.
 Be a diligent, respectful, and caring steward

STEWARDSHIP
Be a diligent, respectful, and caring steward

DESCRIPTION KEYWORDS
- Care
You need to care about the project and feel responsible and
committed to delivering value through the project. You should - Honesty
oversee the project with the same level of care you use in your - Trustworthiness
personal life. - Compliance

COMMENTS
» The PMI’s Code of Ethics is related to this principle, but it is not the same thing.
» It demonstrates your duty of care and your behavior towards the project’s interest.
» It is about being transparent, avoiding conflicts of interest, and following the law.
Etre un gestionnaire responsable, respectueux et
attentif.
 Create a collaborative project team environment

TEAM
Create a collaborative project team environment

DESCRIPTION KEYWORDS
-Collaboration
It is impossible to deliver sustainable outcomes without a team that
collaborates and works together towards the same objective. Team -Teamwork
members must use their specific skills with the aim to fulfill the needs
of the team and the goals of the project. -Culture

-Roles & Responsibilities

COMMENTS
» Team collaboration does not necessarily mean friendship.
» Organizational culture affects the way teams work together.
» It is more efficient and effective to work as a team than alone.
Créer un environnement collaboratif pour
l’équipe projet
 Effectively engage with stakeholders

STAKEHOLDERS
Effectively engage with stakeholders.

DESCRIPTION KEYWORDS
- Engagement
Stakeholders can directly and indirectly influence the project. - Individuals
If you do not engage with them, you may create threats and miss - Groups
opportunities to optimize the outcomes you should focus on to deliver - Organizations
value.

COMMENTS
»» They can support or oppose the project work, and their opinion can change over time.

» Stakeholders can be internal or external to the organization.

» They can come and go during the project life cycle.

Impliquer les parties prenantes de manière
efficace
 Focus on value

VALUE
Focus on value.

DESCRIPTION KEYWORDS
- Outcomes
Successful projects are all about delivering value. It goes above and - Success
beyond a simple delivery. Benefits are realized when the target - Business results
stakeholders perceive the positive value of the outcomes enabled by the - Benefits
deliverables.

COMMENTS
» There is no point in focusing on schedule and on budget if you do not deliver value.

» Value can be realized during or after the end of a project.

» The project should NOT continue if it does not deliver the proposed outcome or value.
Se concentrer sur la valeur
 Recognize, evaluate, and respond to system
interactions

SYSTEMS THINKING
Recognize, evaluate, and respond to system interactions

DESCRIPTION KEYWORDS
- Interdependency
Your project is not a bubble. - Systems of systems
It is a “gear” of a more extensive system that includes several other - Integration
interdependent agents. - Holistic view
It is your responsibility to make sure these interactions are considered
and planned.

COMMENTS
» It is essential to balance internal and external perspectives.

» Systems may change over time due to internal and external volatilities.

» Systems operate beyond the project life cycle and will continue afterward.
Reconnaitre, évaluer et répondre aux
interactions dus système
 Demonstrate leadership behaviors

LEADERSHIP
Demonstrate leadership behaviors.

DESCRIPTION KEYWORDS
- Motivation
Projects are complex efforts, and they need strong leadership to get - Empowerment
the job done. - Example
Aspects like motivation, focus, self-awareness, and facilitation are - Influence
critical to align the team and overcome the natural level of conflict that
may arise.

COMMENTS
» Anyone in the team can demonstrate leadership skills.

» Leadership is different from authority.

» There is no single universal leadership style.

Manifester des comportement de leader
 Tailor based on context

TAILORING
Tailor based on context.

DESCRIPTION KEYWORDS
- Predictive (waterfall)
Your approach cannot be “one size fits all.” - Iterative (agile)
- Hybrid
It must be adapted to fit the corresponding work, organization, and - Swiss Army knife
cultural aspects, aiming to increase benefits and maximize value.

COMMENTS
» There is no “best” methodology.

» There is only a “right” methodology for a specific case.

» The delivery method can be a mix of different approaches and methods.

Adapter en fonction du contexte
 Build quality into processes and deliverables

QUALITY
Build quality into processes and deliverables.

DESCRIPTION KEYWORDS

Quality is the way the deliverables connect to the objectives and the value - Satisfy needs
chain. - No defects/
Your probability of providing business benefits is dramatically reduced if efficiency/Sustainabiliy
you cannot produce project deliverables that meet the requirements. - Fit for purpose
- Conformity/Performance
- Reliability/ Resilience

COMMENTS
» Quality is all about fulfilling the requirements.

» Quality can be measured.

» Focus on detection and prevention of errors and mistakes.

Garantir la qualité des processus et des livrables
 Navigate complexity

COMPLEXITY
Navigate complexity.

DESCRIPTION KEYWORDS

You must look for ways of accepting the complexity of the environment - VUCA
you are in. -Human/System Behavior
Volatility, Uncertainty, Complexity, and Ambiguity (VUCA) are parts of - Technological innovation
any project. -
Shift your focus from avoiding complexity to assessing and reacting
when needed.

COMMENTS
» Complexity arises from different factors, and most of them are outside of our control.

» It can be increased or decreased at any point of the project.

» Indicators and triggers are critical tools to navigate complexity.

Se frayer un chemin dans la complexité
 Optimize risk responses

RISK
Optimize risk responses.

DESCRIPTION KEYWORDS

Risks are part of every single project. - Threats

You need to proactively assess the project exposure and respond - Opportunities
effectively to potential threats and opportunities that may affect the - Risk tolerance
project’s ability to deliver value. - Risk appetite

COMMENTS
» Each organization has a different tolerance to risks, and this affects their actions.

» Probability and impact change over time.

» Risks can be inside or outside your control.

Optimiser les réponses aux risques
 Embrace adaptability and resiliency

ADAPTABILITY AND RESILIENCY

Embrace adaptability and resiliency.

DESCRIPTION KEYWORDS

Your resilience will allow you to “build back better” after a setback. - Recovery
- Adaptability
If you or your organization are not adaptable and resilient, it will be - Reaction
tough to accept change and recover from problems. - Diversity

COMMENTS
» Resiliency is built by improving the capacity of absorbing impact and recovering.

» Adaptability increases by focusing on the outcomes and not on a specific delivery.

» Team diversity improves the capability of developing adaptability and resiliency.

Accepter l’adaptabilité et la résilience
 Enable change to achieve the envisioned future
state

CHANGE
Enable change to achieve the envisioned future state.

DESCRIPTION KEYWORDS

Change is the only permanent feature of any project. - Psychological safety

- Enablement
You must act as a change agent and create the conditions for others to - Comprehensive
adapt to a rapid and evolving environment. - Resistance

COMMENTS
» Change is NOT necessarily a bad thing.

» Enabling change is the opposite of avoiding change.

» Keep the desired outcomes in mind when evaluating changes.

Favoriser le changement pour atteindre l’état
futur envisagé
PERFORMANCE DOMAINS

Group of related activities that are critical for the delivery of the
outcomes.

• There is no prescriptive sequence to execute these activities.

• They can be used with different delivery approaches (predictive, agile,

hybrid).

• They are not processes.

• They are interactive, interdependent, and interrelated

 Performance DOMAIN- STAKEHOLDERS

STAKEHOLDER
DESCRIPTION

Combines a set of activities related to stakeholders, including the engagement

process to ensure that there are productive working relationships with stakeholders.

COMMENTS

» Contains relevant elements of communications.

» Includes activities to address supporting and opposing stakeholders.
» It is not about friendship. It is about a productive relationship.
» Stakeholders change during the project.
» Not all stakeholders are the same. They have different interests and influences.
Performance DOMAIN- Parties Prenantes
 Performance DOMAIN- TEAM

TEAM
DESCRIPTION

Contains activities that address the responsibilities associated with the work that must
be done to deliver business value.

COMMENTS

» Includes the roles and responsibilities within the team.

» Team culture must be built, including norms and behaviors.
» Very connected to the leadership principle.
» Includes components of emotional intelligence, critical thinking and motivation.
» Strong emphasis on shared ownership.
s.
Performance DOMAIN- L’EQUIPE
 Performance DOMAIN- Development Approach
& Life Cycle

DEVELOPMENT APPROACH AND LIFE

CYCLE
DESCRIPTION

It is the domain where the delivery approach (predictive, iterative, hybrid) is

selected, and the life cycle, phases, and cadence are defined.

COMMENTS

» A project may have a single deliverable or multiple, periodic or continuous

deliverables.
» Predictive approach is based on defined requirements.
» Iterative or adaptive approach is useful when there is a high level of uncertainty.
» Hybrid approach combines aspects of both predictive and iterative approaches.
» Many factors affect the selection of your approach (risks, innovation, stability,
funding).
.
Performance DOMAIN- Approche de
développement
 Performance DOMAIN- PLANNING

PLANNING
DESCRIPTION

Contains the activities associated with the required coordination and

organization to produce the deliverables.

COMMENTS

» Strongly related to the Development Approach.

» Predictive planning uses WBS and decomposition models to break down the scope.
» Iterative planning uses the concept of evaluating multiple options until costs may
exceed benefits.
» Describes concepts of estimating, scheduling and budgeting using different
approaches.
» It has some aspects of the planning process group of the PMBOK® Guide 6th edition.
.
Performance DOMAIN- Planification
 Performance DOMAIN- Project Work

PROJECT WORK
DESCRIPTION

Addresses all activities related to the actual work like physical resources,
contracting, managing change, and continuous learning capability.

COMMENTS

» Includes reviewing the project work using lessons learned, retrospective, and lean
methods.
» Actions related to reducing work in progress (WIP) take place in this domain.
» Several procurement processes happen under the Project Work Domain, especially
contracting activities.
» Very closely connected to the Tailoring and Change principles.
» It has some elements of the executing process group of the PMBOK® Guide 6th
edition.
.
Performance DOMAIN- Travail du Projet
 Performance DOMAIN- DELIVERY

DELIVERY
DESCRIPTION

Combines the activities and work associated with the project’s delivery, including
requirements, quality, and change.

COMMENTS
» Requirements can be clear in predictive development.
» In the adaptive approach, requirements may only be clear at later stages.
» Includes aspects of Cost of Quality (COQ) like prevention and correction.
» Stakeholder acceptance and satisfaction is a key performance factor to evaluate
deliverables.
» Fail fast, learn fast approach can support the handling of suboptimal outcomes.
.
Performance DOMAIN- Livraison
 Performance DOMAIN- MEASUREMENT

MEASUREMENT
DESCRIPTION

Includes the activities that measure project performance to allow actions to be

taken to ensure the desired results are achieved.

COMMENTS
» It is impossible to evaluate results if you do not measure them.
» Measurement goes above and beyond reporting and data.
» Measurement is all about conversations and decisions using the data.
» Covers leading and lagging indicators (KPI) and what is an effective metric.
» Aspects of Earned Value Analysis, dashboards, Kanban and other visual ways of
reporting are presented by this domain.
.
Performance DOMAIN- La MESURE
 Performance DOMAIN- UNCERTAINTY

UNCERTAINTY
DESCRIPTION

Assures that the project contains activities that address risks, uncertainty, and
VUCA (volatility, uncertainty, complexity, and ambiguity) and its environment.

COMMENTS
» Despite not being mentioned in the guide, the VUCA concept is a critical aspect of
this domain.
» Strongly connected to the Systems Thinking, Complexity and Risk principles.
» Early warning and environmental scanning are relevant activities to address
uncertainty.
» The “Risk” knowledge area of the PMBOK® Guide 6th edition is closely related to this.
» Uncertainty, as well as risks, are not necessarily negative. They can be opportunities.
.
Performance DOMAIN- L’Incertitude
 Commonly Used Models

• Models reflect small-scale, simplified views of reality and present

scenarios, strategies, or approaches for optimizing work processes and
efforts.

• A model helps to explain how something work in the real world.

• Models can shape behavior and to approaches for solving problems or

meeting needs.

• Some models were developed with project teams in mind, others are
more general in nature.
Commonly Used Models

SITUATIONAL LEADERSHIP MODELS

• They are a subset of a vast array of leadership models.

• The Project team tailors leadership styles, just like Processes,
methods, lifecycles and development approaches.

1. Situational leadership

Ken Blanchard’s Situational Leadership measures project team

member development using competence and commitment as 2
main variables.
• Commitment= (confidence + Motivation) an indivdual has.
• Competence= Ability + Knowledge + Skill

Leadership styles ( Directing, coaching, supporting, delegating).

Commonly Used Models

SITUATIONAL LEADERSHIP MODELS

2. OSCAR MODEL

• A coaching and mentoring model developed by Karen

Whittleworth & Andrew Gilbert.

• It helps individuals adapt their coaching or leadership styles to

support individuals who have an action for personal development.

• It refers to 5 factors:

• Outcome
• Situation
• Choices/consequences
• Actions
• Review
 Commonly Used Models

COMMUNICATION MODELS
1. Cross-cultural Communication
(Braoways & Price)

2. Effectiveness of Communication
channels (Alistair Cockburn)

3. Gulf of Execution and Evaluation

( Donald Norman)
Commonly Used Models

MOTIVATION MODELS

1. Hygiene and Motivational Factors (Frederick Herzberg)

2. Intrinsic versus Extrinsic Motivation (Daniel PINK)

3. Theory Of Needs (Mac Clelland)

4. Theory X, Y, Z (Douglas Mc Gregor / Maslow / Ouchi)

 Commonly Used Models
CHANGE MODELS
1. Managing Change in Organizations

The Framework has 5 elements interconnected through a series of FB loops:

Formulate Change
Plan change
Implement Change
Manage Transition
Sustain Change.
 Commonly Used Models

CHANGE MODELS

2. ADKAR MODEL (Jef HIATT)

Focuses On 5 sequential steps Individuals undergo when adapting to

change:

Awarness --- Desire – Knowledge – Ability -- Reinforcement

3. The 8-Step process for leading Change (John Kotter)

It’s a Top-Down Approach for transforming Organizations.

1. Create Urgency 5. Remove Obstacles

2. Form a Powerfu coalition 6. Create short-term wins
3. Create a vision for change 7. Build On the change
4. Communicate the vision 8. Anchor the Changes in Corporate culture
 Commonly Used Models

CHANGE MODELS

4. Virginia Satir change Model

• A model of How people experience and cope with Change.

• It Helps Team mebers understand what they are feeling and enable them
to move through Change efficiently.

1. Late Status quo 4. The transforming idea

2. The Foreign elements 5. Practice & Integration
3. Chaos 6. New Status quo
 Commonly Used Models

CHANGE MODELS

5. Transition Model (Wiliam Bridge)

• Provides an understanding of what occurs to individuals psychological

when an organizational change takes places.

• The model identifies 3 stages of transition associated with change:

• Ending, losing, and letting go.
• The neutral zone.
• The new beginning.
 Commonly Used Models
Complexity MODELS
1. Cynefin Model (Dave Snowden)

• It is a conceptual framework used to diagnose scause-and-effect

relationships as a decision-makin aid.

• It helps identify behaviors, such as probing, sensing, responding, acting,

and categorizing, which can hep the relationships between variables
and guide actions.
 Commonly Used Models

Complexity MODELS

2. Stacey Matrix (Ralph Stacey)

Similar to Cynefin model but it looks at 2 dimensions to determine the

relative complexity of a project:

• The relative uncertainty of the requirments for the deliverables.

• The relative uncertainty of the technology that will be used to create the deliverable.

A project is then considered: Simple, Complicated, complex, or Chaotic.

Mapping Models – Performance Domains
Mapping Models – Performance Domains
Mapping Models – Performance Domains
Mapping Models – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Methods – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Models – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains
Mapping Artifacts – Performance Domains