Waterfall

A project manager must adapt to the specificities of each team and possess a diverse set of skills. The PMBOK® Guide defines a Talent Triangle consisting of:

• Technical Project Management,

• Leadership,

• Strategic and Business Management.

Today, strategic and business management skills are becoming increasingly important, as project managers are seen as managing part of a business, not just a project. Therefore, they are expected to make both project and business decisions.

Project management involves planning, organizing, directing, and controlling a company’s resources to achieve a short-term objective with specific goals. It relies on a systematic approach, combining:

• A vertical hierarchy with functional experts,

• A horizontal hierarchy with teams assigned to a specific project.

A project manager must understand the different disciplines involved, even without being an expert. This allows them to:

1. Facilitate communication with teams (technical, financial, marketing, etc.).

2. Make informed decisions by integrating technical, budgetary, and strategic constraints.

3. Ensure coordination and alignment of efforts across departments.

4. Manage risks and priorities by anticipating the impacts of each team’s decisions.

No, but they must:

• Have sufficient knowledge to ask the right questions and detect inconsistencies.

• Understand the language and constraints of each profession.

• Mobilize the right experts and facilitate decision-making.

Classical management relies on five functions:

• Planning

• Organizing

• Staffing

• Controlling

• Directing

However, in project management, the staffing function is omitted. The project manager does not directly decide which human resources are assigned to the project. They can request specific competencies, but the final decision rests with line managers.

In summary, a project manager is a generalist with a global vision and the ability to communicate with specialists. This is what makes the role both rewarding and complex!

Development of the Business Case

Projects typically begin with the development of a business case, well before the project scope is defined. A business case is a document that justifies the initiation of a project. In the past, these documents were brief, and their approval often depended on the hierarchical rank of the requester. Today, they are structured and detailed, precisely outlining the project to ensure that decision-makers can verify that the expected benefits outweigh the incurred costs.

Essential Content of the Business Case

The business case must include quantifiable and non-quantifiable information justifying the investment in the project. Typical elements include:

• Business Need: Identification of the problem to be solved and justification for the investment.

• Opportunities: Alignment of the project with the company’s strategic objectives.

• Benefit Realization Plan: Identification of expected advantages (cost reduction, profit increase, new opportunities).

• Assumptions: List of assumptions used to justify the project.

• Strategic Objectives: Definition of high-level objectives.

• KPI Evaluation Criteria: Techniques used for assessment (ROI, opportunity costs, net present value, risk management).

• Project Metrics: Financial and non-financial indicators to track performance.

• Exit Strategies: Criteria defining whether the project should be canceled if necessary.

• Project Risks: Identification of risks (business, legal, technical, etc.).

• Project Complexity: Assessment of complexity and technologies used.

• Required Resources: Human and material resource needs.

• Project Timeline: Identification of key milestones.

• Legal Requirements: Compliance with applicable regulations.

This information not only approves the project but also helps prioritize it among other ongoing initiatives.

Benefit Realization Plan

A separate document for the benefit realization plan may be created. This document can include:

• A detailed description of benefits

• Classification of benefits (tangible or intangible)

• Identification of beneficiaries

• How the benefits will be realized and measured

• The expected timeline for benefit realization

• Transition activities for teams that will transform deliverables into tangible benefits

Impact of Changes on the Business Case

Decision-makers must understand that, throughout the project lifecycle, circumstances may evolve, requiring modifications to requirements, priorities, or expected outcomes. In some cases, the project may no longer be viable and should be canceled or put on hold.

Factors that may lead to changes include:

• Change in leadership or project ownership: New leadership may not understand or support the initial objectives.

• Evolution of assumptions: As the business environment changes, some assumptions may become obsolete.

• Modification of constraints: Market fluctuations, consumer behavior shifts, or emerging risks may necessitate adjustments.

Optimal Timing for Project Manager Assignment

A fundamental principle in project management is that the earlier a project manager is assigned, the better the plan and the stronger the commitment to the project. Increasingly, organizations involve the project manager during the business case development phase.

Risks of a Disconnect Between the Business Case and Execution

If the project manager is appointed too late, they risk not fully understanding the assumptions, constraints, and alternatives considered during the business case definition. This could lead to suboptimal planning. It is unrealistic to assume that a business case, developed by someone not involved in the project’s execution, will contain all the necessary assumptions, alternatives, and constraints.

Often, the business case is overly optimistic, failing to account for budget and timeline realities. This puts the project manager under pressure to meet unrealistic expectations. If the project does not meet the expectations outlined in the business case, the project manager may be held responsible for its failure.

Thus, close collaboration among stakeholders during the business case phase is essential to ensure a smooth transition into project execution.

Analysis of Project Objectives

When project managers are assigned to a project, their first task is to analyze the assumptions and objectives defined in the business case. The objectives, generally high-level, define the project’s purpose. The project manager must then establish intermediate objectives to ensure the achievement of overall goals.

Characteristics of Project Objectives

Objectives must be clear, measurable, achievable, action-oriented, realistic, and time-bound. It is crucial that these objectives are well-defined and understood by the project team to determine the project’s completion. Unfortunately, objectives are often imposed on the project manager rather than involving them in their definition.

To ensure effective objectives, the SMART method is commonly used

Collaboration Between the Project Manager and the Sponsor

The project manager may have the skills to establish technical objectives, but they often rely on the project sponsor for strategic and business aspects. The sponsor's involvement is therefore essential to align objectives with the company’s expectations.

Reducing the Project Scope

If the project manager determines that requirements are unrealistic, they may consider reducing the scope to align objectives with available resources. This approach is often the first attempt to make a project feasible.

According to Eric Verzuh, if objectives are too ambitious in terms of time or cost, the first solution is to reduce the functional scope of the product. For example:

• An airplane could carry less cargo.

• A software could have fewer features.

• A building could be smaller or use less expensive materials.

Optimal Application of Scope Reduction

The key to a successful scope reduction is to reevaluate the true needs related to the business case. Many projects exceed their budget simply because they are oversized. Project quality is defined as compliance with requirements. Thus, adjusting the scope to better meet real needs enhances the project’s value while optimizing time and costs.

The Four Key Elements of Project Scope

Project planning relies on four main scope-related elements:

• Scope: The set of deliverables required for the project, including products, services, and outcomes.

• Project Scope: The set of tasks necessary to achieve the project's final scope.

• Scope Statement: A document serving as the basis for future decisions regarding possible scope changes. It defines the objectives, deliverables, expected outcomes, and project justification, answering key questions: Who? What? When? Why? Where? How? How much?

• Statement of Work (SOW): A narrative description of the deliverables to be provided under the contract.

The Role and Complexity of the Statement of Work

The Statement of Work (SOW) is a document detailing the tasks to be performed and the expected deliverables for the project. Its complexity depends on the requirements of management, the client, or end-users.

• Internal Projects: The SOW is typically prepared by the project management office with input from users.

• External Projects (Competitive Bidding): In competitive bid scenarios, the contractor may draft the SOW for the client, who must then approve it.

Different Types of SOWs in Competitive Environments

In a bidding environment, there are usually two versions of the SOW:

1. The Proposal SOW: Used for submitting a bid.

2. The Contractual SOW (CSOW): The final version of the SOW used after contract award.

Risks of Misinterpreting the SOW

A misinterpretation of the Statement of Work can lead to significant financial losses. Common causes of errors include:

• Mixing tasks, specifications, approvals, and special instructions.

• Using vague language (“almost,” “optimal,” “approximately”).

• Lack of clear structure or chronological order.

• Excessive variation in task size and descriptions.

• Failure to review the document by a third party.

The best approach to mitigating these errors is to clarify requirements upfront and properly structure the document.

Best Practices for Writing a Statement of Work

A Statement of Work exceeding two pages should include a table of contents aligned with the Contract Work Breakdown Structure (CWBS).

SOW writing manuals recommend:

✔️ Drafting clear and precise task descriptions.

✔️ Avoiding ambiguity.

✔️ Not including clauses that could shift responsibility away from the contractor.

✔️ Using active voice rather than passive.

✔️ Minimizing abbreviations and providing a glossary at the beginning.

✔️ Defining responsibilities clearly between the contractor and other stakeholders.

✔️ Including procedures for undefined decisions.

✔️ Specifying expected deliverables rather than imposing a methodology.

✔️ Providing sufficient detail without unnecessary repetition or superfluous elements.

✔️ Filtering data requirements, specifying only essential information.

✔️ Referencing relevant documents instead of duplicating content.

A well-written Statement of Work ensures a clear understanding of expectations and reduces the risk of contractual misunderstandings, contributing to project success.

1️⃣ Kickoff Meeting → Officially launch the project

2️⃣ Prekickoff Meeting → Prepare the project launch

3️⃣ Review of Ground Rules Meeting → Define the operating rules

4️⃣ Resources Input and Review Meeting → Validate the necessary resources

5️⃣ Summary Meetings and Presentations → Follow-up and summary meetings throughout the project

Typical Project Kickoff

A project typically begins with a kickoff meeting involving key stakeholders responsible for planning, including the project manager, assistant project managers for specific expertise areas, subject matter experts (SMEs), and functional managers.

Key Topics Covered in the Kickoff Meeting

During the initial kickoff meeting, several key topics are addressed, including:

• Salaries and compensation administration, if applicable.

• Informing employees that their performance will be monitored and evaluated.

• An initial discussion on the project scope, including technical and business objectives.

• Defining project success.

• Reviewing assumptions and constraints outlined in the project charter.

• Presenting the project organizational chart, if already established.

• Clarifying roles and responsibilities of participants.

Prekickoff Meeting

The first formal step in an estimation schedule is the prekickoff meeting. This meeting gathers all individuals involved in cost estimation and serves to:

• Outline the general project guidelines.

• Identify constraints and assumptions.

• Distribute technical specifications, drawings, schedules, and estimation forms.

• Answer participants' questions.

Review of Ground Rules Meeting

A few days after the prekickoff meeting, a review of ground rules meeting is held. This session allows the estimation lead to address any questions regarding:

• The cost estimation methodology.

• The assumptions and rules established.

• The tasks assigned to each participant.

Resources Input and Review Meeting

Several weeks after the previous meetings, each team member responsible for resource estimation (work hours, materials) must present and justify their estimates to the entire estimation team.

This phase is crucial because it helps:

• Reduce duplications, inconsistencies, and omissions in data.

• Provide a clear and well-argued justification for estimates.

• Ensure alignment across different project disciplines.

Summary Meetings and Presentations

Once all resource estimates have been collected, adjusted, and quantified, they are presented in a dry run to the estimation team.

This step allows the team to:

• Identify any inconsistencies or errors in the consolidated data.

• Prepare the final presentation of estimates to company executives or the project’s commissioning entity.

Through this structured process, kickoff meetings ensure an efficient and well-organized project start, aligning expectations among all stakeholders from the outset.

Definition and Components of Planning

Planning involves determining what to do, by whom, and when, to fulfill an assigned responsibility. Nine key elements define this phase:

• Objective: A goal, target, or quota to be achieved within a given timeframe.

• Program: The strategy and actions required to meet or exceed objectives.

• Schedule: A plan outlining the start and end of individual or collective activities.

• Budget: The estimated expenses needed to achieve or exceed objectives.

• Forecasts: A projection of expected results by a specific date.

• Organization: The structure of necessary roles and their responsibilities.

• Policy: A general guide for decision-making and actions.

• Procedures: Detailed methods for implementing policies.

• Standards: A defined level of performance considered adequate or acceptable.

The Importance of Documenting Assumptions

In recent years, documenting the assumptions underlying project objectives and plans has become crucial. Assumptions are considered true or probable, even though they are not based on verified facts, and they carry a certain level of risk.

Projects, even short-term ones, can be affected by economic, technological, or market changes, making some assumptions obsolete and requiring adjustments. In some cases, this may even lead to project cancellation. Nowadays, companies regularly validate these assumptions in gate review meetings.

Essential Planning Questions

A solid planning process is based on key questions:

1. Environmental Analysis
   • Where are we now?
   • How and why did we get here?

2. Objective Definition
   • Is this where we want to be?
   • Where do we want to be in one year? Five years?

3. Identifying Threats and Opportunities
   • What obstacles could prevent us from achieving our goals?
   • What factors could help us?

4. Preparing Forecasts
   • What results can we expect to achieve?
   • What are the requirements to reach them?

5. Selecting the Strategic Portfolio
   • What is the best strategy to follow?
   • What are the benefits and associated risks?

6. Implementing Actions
   • What tasks need to be completed?
   • Who will be responsible?
   • What are the deadlines?

7. Monitoring and Control
   • Are we on the right track?
   • Why are we not?
   • How can we readjust?

Key Information for Effective Planning

Effective planning cannot be achieved without access to key information at the project’s outset. These elements include:

• Statement of Work (SOW)

• Project Specifications

• Milestone Schedule

• Work Breakdown Structure (WBS)

These elements ensure consistent, realistic, and efficient planning throughout the project lifecycle.

Two Levels of Project Planning

Project planning takes place at two levels. The first is the company’s cultural approach, which segments the project into lifecycle phases. The second is the individual approach of the project manager.

The lifecycle phase approach does not aim to restrict the project manager’s freedom but rather to provide a standardized methodology to ensure uniformity in planning. Many companies, including government agencies, establish checklists of activities to be included in each phase, thus guaranteeing planning consistency. Despite these guidelines, the project manager retains a certain degree of flexibility to adapt planning to each phase.

The Importance of Control at Each Phase

A key advantage of segmenting into lifecycle phases is project control. At the end of each phase, a meeting takes place with:

• The project manager

• The project sponsor

• Senior management

• Sometimes, the client

The purpose of this meeting is to evaluate achievements of the phase and obtain approval to proceed to the next phase. These meetings are often referred to as critical design reviews, “on-off ramps,” or “gates.”

When discussing project lifecycle phases, it is generally accepted that there are "Go" or "No Go" decision milestones at the end of each phase. These milestones help determine whether the project should continue, and if so, whether funding or requirements need adjustments.

In addition to these end-of-phase milestones, there are also intermediate milestones that support major decisions or occur at specific points in the project lifecycle.

Scope Freeze Milestones

Scope freeze milestones are points in the project timeline where the scope is locked, preventing any further modifications.

In traditional project management, these milestones are rarely used, as it is assumed that the scope is well-defined from the start. However, in other projects, especially in IT, the project may begin with a general idea, requiring the scope to evolve throughout implementation. This is a common practice in Agile and Scrum methodologies.

• Before the scope freeze milestone → It is still possible to modify the project scope.

• At the scope freeze milestone → The scope is locked and finalized.

• After the scope freeze milestone → No modifications are normally allowed until the end of the project.

✅ Objectives of scope freeze:

Managing Resistance to Scope Freeze

According to Rudolf Melik (The Rise of the Project Workforce), there will always be some resistance to scope freeze.

• If the scope is frozen too early, the client may be dissatisfied.

• If it is frozen too late, the project risks being over budget or delayed.

Approaches to Managing Scope

If stakeholders cannot agree on a frozen scope, several approaches can be considered:

• Working more closely with the client to reach a consensus before locking the scope.

• Phased execution: Proceeding with a partial execution of the project, then defining and freezing the remaining scope progressively.

• Multiplying intermediate milestones and using shorter phases to keep the project aligned with final objectives.

Design Freeze Milestones

In addition to scope freeze, there are design freeze milestones.

Even if the scope is well-defined and approved, there may be multiple possible designs to meet the requirements. Sometimes, the best design may require scope adjustments, forcing a postponement of the scope freeze milestone.

A design freeze milestone is a point in the project where no design changes can be made without incurring significant financial costs, especially when the design is handed over to production.

Use of Design Freeze Milestones in New Product Development (NPD)

In new product development (NPD) projects, there are generally two types of freezes:

1. Specification freeze: Defining the technical requirements on which the final design must be based.

2. Design freeze: Transferring the final design to production.

The design freeze is often dictated by supply chain deadlines for parts and tooling. A delay at this stage impacts production much more than it does design.

Why Are Design Freeze Milestones Important?

• They limit late-stage modifications, which can be costly and risky.

• While some changes are inevitable (due to safety, legal liability, or specific client needs), it is essential to control these modifications.

The Cost of Changes After Design Freeze

A common rule in project management states that the cost of a modification after design freeze increases tenfold at each phase of the lifecycle:

• Before design freeze → Correction costs $100

• During manufacturing → Correction costs $1,000

• After delivery to the client → Correction costs $10,000

Although this "factor of 10" rule is an approximation, it highlights the importance of detecting and correcting errors as early as possible.

Customer Approval Milestones

Project managers often overlook including customer approval milestones in the project timeline and estimating the time required for these approvals. Many mistakenly assume that the approval process will be quick.

While the approval process within the project manager’s organization may be well understood, this is not always the case for the client, leading to unexpected delays.

• Estimate the actual approval duration based on the factors above.

• Consider customer approval as an activity rather than just a milestone, integrating possible delays into the project schedule.

In conclusion, lifecycle milestones help ensure project control at critical stages. Scope and design freeze milestones limit costly late-stage modifications, while customer approval milestones ensure proper coordination with stakeholders. Rigorous planning and anticipating approval delays are essential to minimize risks and ensure project success.

Estimation Schedule

What is an Estimation Schedule?

An estimation schedule is a document or tool used to plan and estimate the duration, resources, and costs of a project. It provides a forecasted view of the project’s progress by incorporating task estimates and key milestones.

1. Purpose of an Estimation Schedule

📌 Anticipate the duration of activities → Estimate how long each project task will take.

📌 Plan the necessary resources → Identify the people and materials required at each phase.

📌 Assess associated costs → Calculate the budget impact based on time and resource estimates.

📌 Establish a realistic schedule → Adjust the project according to estimated deadlines.

Difference Between “Estimation Schedule” and “Project Schedule”

💡 The estimation schedule is often a preliminary step before creating the final project schedule.

Typical Content of an Estimation Schedule

🔹 List of project tasks and activities

🔹 Estimated duration for each task (based on estimation methods such as PERT, Delphi, etc.)

🔹 Dependencies between tasks (e.g., one task must be completed before another begins)

🔹 Required resources (human, material, financial)

🔹 Risk factors and uncertainties (buffer time for unforeseen events)

Example Application of an Estimation Schedule

📌 Project: Mobile Application Development

1. Needs analysis → 2 weeks

2. UI/UX design → 3 weeks

3. Development → 8 weeks

4. Testing and bug fixes → 4 weeks

5. Deployment → 1 week

⏳ Total estimated duration: 18 weeks

💰 Estimated cost: €150,000

⚠️ These figures may change after refining and validating the final project schedule. 🚀

The Importance of Objectives in Project Management

Project objectives are not independent; they are often interconnected, either explicitly or implicitly. In many cases, it is impossible to satisfy all objectives simultaneously. Therefore, management must prioritize objectives by identifying those that are strategic and essential and those that are secondary.

Key Questions to Consider

Once objectives are clearly defined, it is essential to answer the four fundamental questions:

1. What are the major work elements required to achieve the objectives, and how are they interconnected?

2. Which functional divisions will be responsible for achieving these objectives and associated tasks?

3. Are the necessary organizational and financial resources available?

4. What are the communication and information flow requirements to ensure proper project tracking?

The Importance of Activity Planning

Activity planning is one of the first essential requirements after a program is approved. Generally, the program office assumes responsibility for developing schedules unless the activity is too complex.

Activity schedules are crucial tools for integrating company resources, forecasting their usage over time, visually tracking performance, and estimating costs. They serve as master plans, giving management and clients a clear view of project progress.

Key Principles for Schedule Development

Certain rules must be followed when creating schedules, regardless of their complexity:

✔️ Clearly identify key events and dates: If a client provides a Statement of Work (SOW), the associated dates must be incorporated into the schedule. If meeting these deadlines is not feasible, the client should be informed immediately.

✔️ Define the exact sequence of tasks: Using a logical network is essential to visualize dependencies between events.

✔️ Ensure consistency with the Work Breakdown Structure (WBS): An effective schedule should align with WBS numbering and logic for better traceability.

✔️ Consider time and resource constraints: Identifying needs for each event helps prevent delays or resource conflicts.

Key Questions to Consider Before Scheduling

Before preparing schedules, it is essential to answer three key questions:

• How many events or activities need to be included?

• What level of technical detail is required?

• Who is the target audience for this schedule?

Most organizations develop several types of schedules:

• Summary schedules: Intended for management and planners.

• Detailed schedules: Used by operational teams and control management.

The program office must validate all schedules up to the third level of the Work Breakdown Structure (WBS). For lower levels (detailed cross-functional schedules), validation may be optional.

Risks Related to Target Dates

A common issue in project management is the hedge position scenario. This occurs when a contractor cannot guarantee that a client’s deadline will be met without taking risks or when certain requirements may not be fulfilled due to contractual constraints.

Validating Schedules with the Client

Before finalizing, schedules must be reviewed with the client to:

✔️ Ensure that no elements have been overlooked.

✔️ Prevent immediate revisions after publication, minimizing costs.

✔️ Maintain the organization’s professional image.

✔️ Demonstrate to clients that their involvement in planning is valued.

Once finalized, schedules are distributed to program members, functional managers, and the client.

Establishing Responsibility Charts

In addition to detailed schedules, the program office must develop organizational charts, specifying:

✔️ Who is responsible for each activity.

✔️ Formal and informal communication lines.

Objectives of Planning

The primary objectives of a schedule are:

✅ Completing the project as quickly as possible.

✅ Minimizing costs.

✅ Reducing risks.

The secondary objectives include:

• Exploring alternatives.

• Optimizing planning.

• Using resources efficiently.

• Improving communication.

• Refining estimation criteria.

• Ensuring rigorous project control.

• Enabling easier revisions.

The War Room

For large-scale projects, especially long-term ones, a war room may be required where:

• Walls are covered with detailed schedules, printed in large format.

• Mobile panels allow visualization of different project phases.

• Information is updated daily.

This war room serves as a central hub for client meetings, team briefings, and decision-making.

The Importance of a Project Plan

A project plan is a fundamental element in ensuring the success of any project. For complex and large-scale projects, clients may require a document detailing all program activities. This plan serves as a reference for project management throughout its lifecycle and can be updated regularly, sometimes even monthly, depending on project needs.

The project plan provides a structured framework, allowing for:

✔️ Avoiding conflicts between functional managers.

✔️ Harmonizing relationships between functional and program management.

✔️ Ensuring standardized communication throughout the project.

✔️ Verifying alignment of objectives between the client and the contractor.

✔️ Detecting inconsistencies during the planning phase.

✔️ Anticipating problems and risks to prevent future issues.

✔️ Integrating tracking and reporting schedules for effective progress management.

Developing a Project Plan

Creating a project plan is a lengthy and costly process, requiring the involvement of all levels of the organization:

• Senior levels provide strategic and summarized information.

• Operational levels detail technical and functional aspects.

The plan must integrate all company resources following a process similar to schedule planning. This involves successive iterations, sometimes leading to modifications.

Key Questions in a Project Plan

A well-structured project plan should answer the following questions:

✅ What actions need to be completed?

✅ How will they be implemented?

✅ Where will they take place?

✅ When will they be executed?

✅ Why are these actions necessary?

By addressing these questions, the plan ensures better understanding of:

• Project requirements

• Project management approach

• Detailed schedules

• Infrastructure needs

• Logistical constraints

• Financial resources

• Workforce organization

Project Plan Revisions

The project plan is not static and must be adjusted as the project evolves. The most common reasons for modifications include:

📌 Acceleration of activities to meet final deadlines.

📌 Strategic adjustments involving trade-offs between human resources, scheduling, and performance.

📌 Redistribution and balancing of staff based on changing priorities.

Structure of a Project Plan

A typical project plan is generally divided into four main sections:

📌 Introduction: Presentation of the project, its objectives, and the stakeholders involved.

📌 Summary and conclusions: Overview for senior management with a general activity schedule.

📌 Project management: Procedures, organizational charts, and key responsibilities.

📌 Technical aspects: Project details, including testing, manufacturing, logistics, and risk analysis.

Introduction to the Project Plan

This section defines the project and describes the main stakeholders involved. If the project is a continuation of a previous initiative, a summary of its background and context is included.

Summary and Conclusions

This section provides a clear synthesis for senior management, outlining:

✔️ The project objectives.

✔️ The key success expectations.

✔️ The general schedule, showing how different activities are interconnected.

Project Management Section

This section of the plan includes:

📌 Assignment of key roles (mainly for management and leadership teams).

📌 Workforce planning and training to ensure the availability of qualified resources.

📌 Responsibility charts to clarify authority relationships within the project.

In some cases, this section may be omitted if management details were already provided in a previous proposal or if a continuous working relationship exists between the client and the organization.

Technical Section

The technical part can represent 75 to 90% of the project plan, especially for projects involving research and development. It includes:

✔️ Detailed schedules and cost estimates.

✔️ Testing matrices.

✔️ Manufacturing procedures and logistical requirements.

✔️ Material and system specifications.

✔️ Technical risk analysis (sometimes excluded to avoid alarming management).

Using the Project Plan

Once validated by both the contractor and the client, the project plan serves as a management guide. Every functional and operational manager should refer to it to:

📌 Understand project expectations.

📌 Track defined milestones and objectives.

📌 Efficiently coordinate activities across teams.

The project plan should be distributed to all project stakeholders, including:

✔️ Project team members.

✔️ Functional managers and supervisors.

✔️ Key client representatives.

The Project Plan and Its Contractual Framework

In some cases, the project plan can serve as a contractual document if required by the client's Statement of Work (SOW). However, unless otherwise specified in the SOW, the executing organization retains the freedom to determine the best execution method.

What is a Gantt Chart? 📊

A Gantt chart is a project management tool that allows you to visually map out task planning on a timeline. It was invented by Henry Gantt in the early 20th century to improve the management and organization of complex projects.

📌 Structure of a Gantt Chart

A Gantt chart consists of:

✅ Project tasks → listed on the vertical axis (Y).

✅ A time scale (days, weeks, months) → represented on the horizontal axis (X).

✅ Horizontal bars indicating the duration of each task.

✅ Task dependencies (if one task must be completed before another can start).

✅ Milestones representing key project phases.

🛠️ What is a Gantt Chart Used For?

✔ Visualizing the entire project and its deadlines 📅.

✔ Tracking progress and identifying delays.

✔ Coordinating teams and assigning responsibilities.

✔ Managing dependencies between tasks.

✔ Optimizing resources and avoiding bottlenecks.

🔄 Gantt vs. Scrum: What’s the Difference?

📌 In Summary:

• Gantt is ideal for well-defined projects with fixed deadlines (e.g., construction, event planning).

• Scrum is better suited for evolving projects, where requirements frequently change (e.g., software development).

📌 Tools for Creating a Gantt Chart

🔹 Microsoft Project

🔹 Trello (with Gantt Power-Ups)

🔹 Monday.com

🔹 Asana

🔹 ClickUp

🔹 GanttProject (free)

🚀 Conclusion: Should You Use a Gantt Chart?

✅ If your project is well-defined and follows a strict schedule → Gantt is a good choice.

By combining the strengths of both methods, some teams use Gantt for strategic planning and Scrum for daily development management.

WBS (Work Breakdown Structure) – Definition and Explanation 📊

The WBS (Work Breakdown Structure) is a project management tool used to break down a project into smaller, more manageable components.

It is commonly used in traditional (Waterfall) approaches but can also be adapted to Agile methodologies to structure deliverables and tasks.

📌 WBS Concept

The idea behind WBS is to decompose the project into logical subcomponents, which allows for:

🛠️ How is a WBS Structured?

A WBS follows a hierarchical structure, often presented as a tree diagram or a numbered list.

Example of a WBS structure for a software development project:

1. Project: Mobile Application Development 📱

1.2. Design Phase 🎨

1.3. Development 💻

1.4. Testing and Validation ✅

1.5. Deployment 🚀

🔄 WBS vs. Agile (Scrum, Kanban)?

📌 In Summary:

• The WBS is widely used for projects requiring detailed and structured planning (e.g., construction, engineering).

• In Scrum, a Product Backlog evolves continuously, but a WBS can help structure a high-level backlog.

📌 Tools for Creating a WBS

🔹 Microsoft Project

🚀 Conclusion: Why Use a WBS?

✅ Ideal for structuring a complex project into smaller tasks.

✅ Enables better planning and resource allocation.

✅ Facilitates progress tracking and risk management.

📌 The WBS is a powerful tool for traditional project management, but it can also be used in Agile frameworks to organize a global backlog and better structure priorities.