Comment manager un projet ? 2e édition - Jean-Jacques Néré

Comment manager un projet ? 2e édition - Jean-Jacques Néré

Comment manager un projet ? 2e édition - Jean-Jacques Néré



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Read "Le management de projet « Que sais-je ? » n° 3059" by Jean-Jacques Néré available from Rakuten Kobo. Si la notion de projet n’est pas récente – les pyramides égyptiennes, les temples aztèques ou encore les routes romaines...

Ressources bibliographiques Le management de projet Jean-Jacques Néré - Edition PUF Conduire un projet d’organisation – Guide méthodologique Henri-Pierre Maders / Elisabeth Gauthier / Cyrille Le Gallais Cours de gestion de projet de l’Université de Lille

Jean - Jacques COUSTY , Project Manager - PhD, PMP at Airbus Central Entity at Airbus. 5 years ago Show More No Downloads. Views. Total views. 4,440 On SlideShare. 0 From Embeds. 0 Number of Embeds. 9 Actions. Shares. 0. Downloads. 182 Comments. 3 Likes. 6 Embeds 0. No embeds. No notes for slide. Management de projet 1. UN PROJET Processus unique,qui consiste en un ensemble …

Supplier: Someone is doing the work, and that might be an internal supplier such as a development team or an external contractor. The supplier is represented on the project team by their main point of contact who might be their technical expert, an account manager or a project manager.

Issue management: An issue is a problem that has happened (different to a risk, because that hasn’t happened yet). Issue management is how you deal with problems when they turn up on your project and it’s worth working out what this is going to look like for you because something is bound to go wrong.

Project Management. Project Management is a large field, encompassing the formal discipline where certified project managers are trained in formal processes, and the looser definition of simply managing projects.

Project Management. Project Management is a large field, encompassing the formal discipline where certified project managers are trained in formal processes, and the looser definition of simply managing projects. To wrap our arms around this topic, it’s important to step back in time to the beginnings of projects themselves.

Operations management is what runs the business. Project management is what changes the business. Projects have a clearly defined start, middle and end. They are a discrete piece of work designed to deliver a particular objective.

Team Member: This is a person tasked with completing a part of the project. Stakeholder: This is a person or a group who has a vested interested or “stake” in the project. It might be an internal group or agency within an organization or it might be the public at large for a public works project.

That changed when A Guide to the Project Management Body of Knowledge (PMBOK® Guide) from The Project Management Institute (PMI) was accredited as an ANSI standard in 1998, although PMI had been founded quite a few years prior in 1969. The last few years have also seen big changes in project management.

Project sponsor: This is the person accountable for the outcome. They are often the senior manager who has come up with the idea for the project and their team will get the benefit. For example, the sales director would sponsor a project to introduce a new online sales tool.

Projects have a clearly defined start, middle and end. They are a discrete piece of work designed to deliver a particular objective. Once that objective is achieved, the project is disbanded and the team working on it go on to do other things.

For one thing, there’s now an ISO Standard for project management (IS21500) which came out in 2012. But the biggest change of all has been a shift away from learning about scheduling and the technical skills for managing projects to a recognition that people matter on projects.

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