Many are afraid of the expenses incurred by the project, both for IT projects and other areas. This poor perception of project management is partly caused by a lack of knowledge. Many perceive this discipline as a field reserved for senior engineers or graduates of the Master's in Project Management. It is not so, in fact it is true that they bring very useful knowledge for complex projects, but not all projects are of this kind. I define project management as: it is risk management through rigorous planning. There is a cost associated with this project load, it can sometimes seem high, but compared to the cost of a failed project, its profitability is quickly demonstrated.


It's much more than a coordinator, it's also a communicator, a leader and a good planner. No one can improvise project leader without putting the whole organization at risk. There are techniques and tools that he must master, and he must adapt to his team of achievement. A project manager is not a superman, but rather a specialist in communication, he must communicate to his team the priorities and expectations of the project at the same time as communicating with his client the progress and points important decisions.


Whatever the project, you have to manage the expectations. Whether it's financial goals or tight timelines, project management will communicate to managers the state of affairs at times. It is important to determine how much information you want, how much information you want, and how often it should be available. Depending on the complexity of the project and the number of people involved, the amount of work to be done to produce the "project deliverables" can be very different. In some cases, the project manager's work is so extensive that a project management team is needed, while for others it is a part-time task. There are even supervised projects up to 30 minutes a week.


As a client, it is important to quickly determine with your Project Authority what deliverables are expected from the project, as well as those of the Project Authority. A deliverable is simply a document or item that must be produced at a specific time (a report, a program, a plan, a finished product). You really do not have to forget the monitoring reports, and the mechanisms that are put in place to collect the important data to produce them. Expect deliverables here is the key to success. Ask your project manager, he has the experience to tell you what reports or deliverables are expected in your context.


Identifying the right level of detail in the expected reports contributes to risk management. In fact, too many reports or data that are too complex can cripple a project and help make project management too expensive. But the opposite is also true: not enough information can obviously lead a project adrift. Each project must therefore be targeted early by a risk analysis that must include project management risks. Managing risks is not limited to identifying potential derailments or hot spots, it must quickly determine the means of repair or correction in the event that one of these risks does not materialize. In risk management, we also try to determine the potential impacts on the time and cost of a project for each of the major risks.


Finally, project management should not intimidate, but rather reassure. She is your best protection. Just be sure to give your teams the limits and expectations, and you'll be satisfied. Project management costs are typically between 5% and 15% of the overall envelope, while small projects are often the most costly in proportion.

Remember also that it is essential to choose a good project manager because his experience and his methods of work are often the best protections you will have to make your projects a success. To help your project managers, there are techniques and tools, we will present some examples in a future article.

In the meantime, send us your comments and suggestions.

Christian Boulet