ENSAT - Leadership in Project Management - 190216

LEADERSHIP
IN PROJECT MANAGEMENT
Leadership in Project Management

COURSE ’S STRUCTURE – MY OWN DEVELOPMENT PLAN
" This course is designed to setup a project

management plan to tackle issues covering both
Project Management and HR questions. Is it important to me? Why ? Why do I think I achieved
this objective?
Be capable to identify the stakes of a situation,
analyze different options and evaluate their
impact
Know how to apply appropriate decision-making

processes in the framework of one’s mission or
tasks
Demonstrate capacities of adaptation and

problem-solving in managerial situations
Have good command of project management

methodology and of the tools for effective
management of the human resources
involved
“Learning results from what the student does and thinks, and only from what the
student does and thinks. The teacher can advance learning only by influencing
what the student does to learn” Herbert Simon (Nobel Prize 1978)
What is the best work process you
have experienced?
What made it so good?
What is the worst work process you
have experienced? Why?
How did you interfere and try to to
suggest change?
LEADERSHIP IN PROJECT MANAGEMENT

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Présenter une idée

Poser une d’application personnelle
question ouverte qui utilise les nouvelles
sur le sujet connaissances
Résumer ou
Faire un commentaire paraphraser les
points-clés
Proposer un exemple réel Critiquer l’une des

ou imaginaire idées présentées
d’application possible

CHOOSE WHICH PROJECT YOU WOULD LIKE TO JOIN?
Project 1 Project 2
The goal is to sail from St Malo to The goal is to develop a software for a very
Guadeloupe promising startup
Your role within the team will be Your role within the team will be to take in
to take in charge the main sail 12 charge the development of the main function
hours a day of the software with the latest technologies
The Project Manager is VERY tough! He is The Project Manager is a cool guy. He is
shouting after people he believes are helpful and will offer training and equipment
incompetent. to do my job.
The PM has already done 20 Atlantic crossings This is the first experience of the PM in this role.
You know nobody and the whole team Two of your best friends are joining the team
may be quite experienced
If I am unfairly traited, I will be given a fair Project Manager may show favoritism
hearing if I talk about it to the PM towards former school mates

FOLLOWERSHIP IN PROJECT MANAGEMENT
Pride
Credibility
Camaraderie
Equity
Respect

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PROJECT GOALS AND
OBJECTIVES

VISION DOCUMENT
(FROM S. BERKUN, MAKING THINGS HAPPEN, 2011)
US Constitution, adopted on September 17, 1787, still applied,

5 pages
… making boundaries … quickly setting

clear dispute and
miscommunication
Simplify Derive from real world

(volume is not problem that the Refer to reference
quality) project needs to solve papers, essays, Rock-solid thinking
research and strategic Give a clear
planning efforts. understanding of
Provide a solid the opportunity
plan for explaining that exist
context Select 3 to 5 high-
level goals

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SETTING UP THE HIGH LEVEL OBJECTIVES
2 high-level objectives
3 sub-objectives for each
Please consider a project from your last internship period or another

project your are planning to start.
Please define the high-level objectives and sub-objectives.

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DIAGNOSIS & VISION PROCESS
Start small and gradually increase support for the core ideas over time
Step 1 : collect Step 2: rough Step 3: review Step 3: public Step 4: final
and simplify draft with leaders first draft vision
Challenge Vision
Recap all you Be bold feed-back and review document v1
know from the document
Concept leaders on Wrap up ideas
Identify white Materials rough draft Idea Organise your
spaces in your Trials validation arguments
knowledge Use Opportunity
constraints checklist and
fill the refinements
knowledge
gaps play devil’s
advocate
Define the scope of List of suggestions, 3-5 high-level goals Everyone on the project Presentation to
challenge ideas, Validate context should see the vision as senior management
List all elements opportunities Validate the opportunity someting alive and
List all needed expertise interest accessible
References
Papers
Essays
Prefer to have ONE author, able to incorporate the best ideas and opinions of others.
Jefferson was granted the authority to make use of his skills in the best service for his team.

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WHAT PROBLEM ARE WE TRYING TO SOLVE?
Good priorities are POWER
If you have priorities in place, you can

always ask questions in any discussion
that reframe the arguments around a
more useful primary consideration
What problem are we trying to solve?

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Your team is working on an electric car project. An outcome of a creative idea
about a new battery technology is uncertain and should be left aside.
How can a project leader ensure that the team’s confidence isn’t shaken when
a favorite idea is killed?
Control Unit
Power Train
Battery
Vehicle

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YES
In a software development project, the team leader continually says
Yes to things that don’t jive with the priorities.
What consequences will occur soon?

THINGS HAPPEN WHEN YOU SAY “NO”
If you can’t say no, you can’t manage

Because you can’t have priorities
What are the many ways to say “no”?

WAYS TO SAY “NO”
No, this doesn’t fit our priorities.

Force the discussion to be relative to the project priorities.
No, only if we have time.

The idea in question might be good, but not good enough
relative to the other works.
No, only if you make <insert impossible

thing here> happen.
However, this can backfire…
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EUROTUNNEL CASE STUDY
1.What is your evaluation of the performance of

the Euronnuel project? (budget, schedule,
requirements)
2.What is your evaluation of the profitability of the
project?
3.Please draw a chart presenting the players and
their interests
4.What is your opinion about contract structure
between TML and Eurotunnel?
5.Would it have made sense to stop the project?
6.Lessons: what could have been done?
EUROTUNNEL – STACKEHOLDERS CONSIDER THE PROJECT AS
AN UNATTRACTIVE OPPORTUNITY
According to projections, the Return on Equity on the

Eurotunnel project was 14.4% over its 50-year life,
lower than the rate that a fund manager would need to
offer in order to obtain a low-interest bank loan.
TML was responsible for only 30% of cost overruns. TML had
no incentive to control or minimise the cost, as contractually
it would get 12% above procurement cost in any case.
Morton (Eurotunnel Co-Chairman): « The fundamental

thing wrong is that contractors own less than 6% of the
Eurotunnel. Their interest is to build and sell the project at a
profit. Our interest is for it to operate economically, safely
and reliable for the next 50 years. Those are two conflicting
interests by anybody’s books. »
Leadership in Project Management Sam Garg, Eurotunnel Eyes Wide Shut, INSEAD, 2008
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PROJECT ORGANIZATION

WORK BREAKDOWN STRUCTURE
Description
Inputs/prerequisites
Outputs
Duration
Predecessors
Next tasks
Budget
Who should be responsible for box 2.1?
No one, this is not a task!
Project
Task 1 Batch 2 Taks 4
Task 2 Task 3
Responsibility matrix Extra work asked to SUE?
A A
C C
B
B
Leadership in Project Management Ask TONIO for a supplementary resource?

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PERT
(PROGRAM EVALUATION & REVIEW TECHNIQUE)
CRITICAL PATH
Project
Start Task 1 Task 2 Task 3
Task 1 Batch 2 Taks 4

End
Task 2 Task 3 Task 4
Flexibility in scheduling
Dependancy of
Task 2.2 work outside
Outsourced direct control
Which techniques can you use to manage low control risk?
Anticipation
Clear requirements & feed-backs from external
Task 2.1
provider Start Task 1 Task 3
Assign a team member for control
Invoicing rules based on effective delivery
Co-desing: having partner’s staff sitting in the same End
place as yours’
Cultural gap assessment Task 4
Top mamangement sponsorship

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PURPOSES OF SCHEDULES
1 2 3
Raise questions about how realistic certain objectives are
Rule of THIRDS CONFIDENCE TIME TO

ESTIMATES IN ACCURACY ESTIMATE
A guess
A good
estimate
A detailed
analysis
Necessary time to
achieve the
estimation
A schedule is a probability: schedule is a summation of lots of little estimations

So, the valid question is: ?
Leadership in Project Management Berkun , Making things happen, 2011

PURPOSES OF SCHEDULES
1 2 3
Precision is easy (2.2456)
Accuracy is very difficult
Make commitments Encourage everyone to

see her effort as part of Break work into
about when things manageable chunks
will be done the whole
and track progress
Raise questions about how realistic certain objectives are
Rule of THIRDS CONFIDENCE TIME TO
ESTIMATES IN ACCURACY ESTIMATE
Design Create Test A guess 40% The goal is to

A good have a
estimate 70% probability of
success that
satisfy the client
Explore Implement
Launch
A detailed
analysis
90%
Big schedules = U{many little schedules} … so agree on it!
Necessary time to
achieve the
estimation
A schedule is a probability: schedule is a summation of lots of little estimations How probable is

So, the valid question is: the defined ?
timeline
Stackeholders ask
Good estimates come

from credible design
Project goals’ clarity and requirements What question can I
on high-level Look into the 5 biggest answer that would
intentions risks and probability of make you more
occurence confident about giving PM asks staff
an estimate?

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TEAM WORKING ON SCHEDULES
Estimating a workload
Sick days Trust your team & on
Vacation time occasion, look for an
Bank holidays estimate from 2 ≠
Estimates should be based Worst case Disruptive weather professionals
on previous experiences Skill level
Best case
(Best + 4*Most Likely + Worst)

Wheighted estimate =
6
Expect
Support people saying Expect change
Ownership of the change
no to new requests
schedule. Q/A The more changes are expected, the shorter the
that do not fit the goal
session milestones
Help eliminate
features (add/cut • First set of functions
Is the customer
session)
aware of the
Phase 1
probability level
Snowplow effect
used?
• New functions
Is the team trained or
experienced to make • Solving problems that arose
good estimates?
Regular discussion Phase 2 during previous phase
on rescheduling
Someone is
watching the overall Requirements are good enough to • Etc…
schedule make good estimates Phase 3

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LEADERSHIP LESSONS FROM THE CHILEAN MINE RESCUE
PLAN A (more reliable but far too slow for comfort) PLAN A halted
PLAN B (potentiel for quickest adjustments but techno was untested) PLAN B succeeds
PLAN C (greater speed but less precision) PLAN C halted
Day 1 Day 17 Day 26
Accident Day 65
Discovery One rescue team Day 31 Day 50
Breakthrough to
A drill reaches the starts drilling a A second team Day 45 Miners have survived
shelter
33 missing miners, new escape hole begins widening A third team underground longer
who are alive in a an existing starts using an that anyone else in Day 68-69
shelter borehold oil rig to drill a history Rescue
wider escape
shaft
Phase 1
Phase 2 (in parallel) Rescue Phase 3 (in parallel) Capsule
discovery
Plan A Plan B Plan C
Gyroscope+drilling
Team is encouraged to to 704 m Santiago off-site team:

things quickly. Failure is ranks countless proposals
inevitable; the key is to fail and interview people
fast and learn fast, executing whose ideas seems
multiple ideas at once. worthy consideration
Leader pushes people to figure out what each misstep

could teach the organization and puts fresh insights into
practice as the next effort gets underway.
Los 33
F. Rashid, A. Edmondson, H Leonard, Leadership lessons from the Chilean Mine Rescue, HBR, August 2013

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WHAT TO DO WHEN THINGS GO WRONG
Calm down
Is this really a problem at all?
1. Qualifying
How much of the goals are at risks: 5%, 20%? Make it happen. Everyone must
intimately understands the tasks and why
4. Solving
Ask tons of questions and get people thinking rather he’s doing it.
than reacting. Work to eliminate assumptions
Prioritize: urgency (now!), big concern (today), minor (this week)
Calm down again ! Express your emotions safely
Have specific checkpoints (hourly, daily,
Pay attention to who is upset and help them calm down weekly)
(humor, candor, food and drink)
2. Picking the right solution
Take responsibility for the situation to help the team recover

Gather a small nb of key person in a room, close door, sit down, Debrief. Gather more people and
ask: « what can we do next time to
5. Securing
and run through what you learned. The bigger the pb, the
smaller the group. Then leave the room if you are not needed. avoid this? »
Explore alternatives or delegate research for alternatives Prioritize the list

Be as specific as possible about when answers are needed
Pick the simplest plan among the options, especially when the issue is urgent. Consider who should be
responsible for making sure each of
the first few items happen
3. Communicating
Setup two lists of people: those who approve, those who

must get informed. Consider feed-back from first group
and get support
Then communicate this info to the second group

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You are the project manager of a $20M
upcoming Xbox game. You made a decision to
buy a component for the project. You learn
from a reliable source that the vendor will
probably have to delay their delivery date by a
year. You present a project review to your
executives.
How do you handle this potential
crisis?
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COMMUNICATION

RELATIONSHIP WITH SUBCONTRACTOR
You are halfway through a project and learn the team is behind schedule.
You learn the lead programmer is a friend of the project client and has been entertaining change orders
after work at a local bistro.
The lead programmer has clout with the development team, and the client has clout with your supervisor.
What actions do you take?
The Customer ?
The Director
?
The Project
Manager ?
The team leader
?
The development team … and what do you decide to be sure that will not occur again?
Berkun, making things happen

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NON VIOLENT COMMUNICATION
"
0.
1.
" "
2.
3. " "
4.

"
NON VIOLENT COMMUNICATION
"
0. Tu es rentré tard hier soir et les enfants sont malades. Cela m’ mis en
Principe colère. J’ai besoin de me reposer. Je te demande de faire un effort
pour rentrer plus tôt ce soir
1. Faits
" "
Tu as envoyé le rapport au client sans corriger plusieurs grosses fautes
d’orthographe ni contrôler l’interface entre les équipes A et B. Ceci a
eu pour conséquence une perte de crédibilité de notre entreprise vis-
2. Conséquences à-vis du client. Nous avons besoin de faire communiquer des rapports
qui ne peuvent pas donner lieu à des critiques de la part des
adversaires du projet. Je te demande donc de faire parvenir au plus
vite une version corrigée de ce rapport et de veiller désormais à la
3.
Besoin " qualité de tes travaux tant sur la forme que sur le fond.
"
4. Demande

"
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REMOTE MANAGEMENT
Project Manager Team member

REMOTE MANAGEMENT
Project Manager Team member
Communicate on a shared project:

with distance, our team will be…, it will Provide the team with one’s availability
get these results… Explain the lived and felt differences by
Create common and homogeneous employees
work in pairs on projects
work practices and processes Communicate one’s results remotely to
Value each person on the team his superiors
Members photos
Put people connected between each
others.
Identify the know how of each
member and the advantage that the
team will gain from each member.
Empower everyone on a specific area
Gather everyone in a same place from
time to time to share some key events.
Share best practices and identify the
added value towards the other teams.
Broadcast the common rules
Celebrate success at the end of the
year
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The Bridge Inn at Santon Bridge is hosting the
World's Biggest Liar on November.

CALLING BULLSHIT MAKES THINGS HAPPEN
Find 3 reasons why people lie
1.
2.
3.
If people expect you will ask them tough questions, and not hesitate to push them hard until you get answers, they
will prepare for them before they meet you.
How to approach this situation as a genuine inquiry into the truth and not insulting or showing lack of trust?

GENUINE ENQUIRIES METHODS
Towards your team: Towards a provider or an expert:
Ask: "How do you know what you know?" Ask: "How do you know what you know?"
Make a list of questions you expect

Use time and pressure
Charter
people to answer and provide it to
them before meetings.
“Explain this in simpler terms I can understand”

-….?
-….?
-….?
-….? Never agree to more than your trust allow
-….?
Create a list of questions that anyone in

the organization is free to ask anyone
at anytime and post it on the wall in a
conference room.

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MOTIVATION &
COMPETENCES

CASE MICROSOFT OFFICE BU – WINWORD PROJECT TIMELINE
The best
WP ever
WinWord specification
Infinite
PC Word WinWord coding defects
introduced
Word for Mac

WinWord testing
introduced
Feature
complete
Windows
introduced Code
complete
Original New team
WinWord takes over WinWord
ship date WinWord ships
Product
managers join
development Program managers join development teams
teams
1983 1984 1985 1986 1987 1988 1989

CASE MICROSOFT OFFICE BU – CULTURE ISSUES FOR CHANGE
Stage III Stage II

Program managers join Product managers join
development teams development teams
?? ??
Mr Developer Mr Gates
Software
Developer go on their own Stage I

The legend
Quickly develop
Ship when ready
Fix afterwards
t
Nobody can predict And what would eventually
when project would end be there when it did

CASE MICROSOFT OFFICE BU – WINWORD PROJECT TIMELINE
The best
WP ever
WinWord specification Specs were going on as the

software was coded
Infinite Because developers were asked to
PC Word WinWord coding defects code without being responsible
introduced
for testing, there was a huge
Word for Mac
WinWord testing amount of bugs afterwards
There was as much bugs found
introduced
that bugs corrected
Feature
complete
Windows
introduced Code But very nice outputs!
complete
Original New team Sales amounted $10M so 5 times the
WinWord takes over WinWord overrun 10M costs (55 man year*2
ship date WinWord ships for support team )
Product The average nb of lines of code is still
managers join above the industry average: they had
development Program managers join development teams a lot of software talents
teams
1983 1984 1985 1986 1987 1988 1989

CASE MICROSOFT OFFICE BU – CULTURE ISSUES FOR CHANGE
Stage III Stage II Software is a very particular object: unvisible,

Program managers join Product managers join unreadable, un checkable
development teams development teams Gates, the founder, knows both business AND
software (he is a red hatted guy, too)
Developers have the power
The name of the company says so!
Only people from developper’s dpt can change the
?? ?? way people are working
Many developers won(t appreciate the diminution of
power (degree of freedom, reporting,…)
Mr Developer Mr Gates
Software
Developer go on their own Stage I

The legend
Quickly develop
Ship when ready
Fix afterwards
t
Nobody can predict And what would eventually
when project would end be there when it did

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MOTIVATION GRADE AND PROJECT MANAGEMENT

MOTIVATION GRADE AND PROJECT MANAGEMENT
Sense & Value
Career & Responsibility Access to information
Working conditions Management Style
Skills development
Recognition
Money + Symbolic
Work Atmosphere

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CAS 2 : BAISSE DE MOTIVATION
Comment lui redonner de la

motivation ?
Construisez votre argumentaire
5 mn
Un collaborateur de votre équipe

L’un d’entre vous va ensuite mener
apparaît particulièrement
l’entretien face à l’animateur. Votre
démotivé
première question est :
« Que peux-tu dire de ton année et en
Ce collaborateur a été chef de particulier du Projet Z ? »
projet et a été sorti du projet en
5 mn
raison d’une dérive des plannings
Facteurs de motivation en environnement professionnel
Réactions du groupe
5 mn

CAS 4 : TRANSMETTRE UN OBJECTIF
Vous nommez votre collaborateur

sur un projet pour lequel vous savez Construisez vos hypothèses de
que l’équipe est difficile négociation et votre argumentaire
Le projet n’a pas abouti l’année
dernière Comment lui vendre ce projet ?
Cadre de négociation :
- Le collaborateur ne doit pas
quitter votre équipe Le premier échange de l’entretien est :
« Je te demande de conduire le projet X et tu
- Il n’y a pas de budget seras donc amené à travailler avec l’équipe
supplémentaire Z. »
Réponse : « Je ne veux pas prendre ce
projet »
…
Réactions du groupe
5 mn

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RISK MANAGEMENT

IT PROJECT MAY BE RISKIER THAN YOU THINK
Levi Strauss migrated to a single SAP system. During

The average overrun in IT project is 27%...
switchover, it had to close its 3 US distribution center
for a week, redo the annual and quarterly financial 1. 1/6th of project is a black swan with
report. 3 years after, the company took a $192M cost overrun of 200% in cost in the
charge for an initial botched project of $5M. average and 70% in schedule
2. Prepare to black swan when starting a

Month of relentless IT problems at Hong-Kong techno project: is the company strong
airport. Fall down of the database of cargo shipment enough to absorb the hit of the project
cost $600M in lost business in 2008 and 2009. going over budget by 400% with an
earned value of 25% to 50% only?
Many other examples of bankruptcy when a
company crosses other difficulties (Kmart, German
Toll)
How can smart

managers take steps to
avoid IT black swans?
B. Flyvberg and A. Budzier, Why your IT project may be riskier than you think, HBR, September 2011

AVOIDING THE BLACK SWAN
Use « Reference Class Forecasting » or any other forecasting techniques

To avoid generally optimistic human judgment due to overconfidence and insufficient consideration of
distributional information about outcomes.
Resist changes to project

scope Frame the initiative as a business endeavor, not a technical one
34% of companies undertook projects that were not aligned with
corporate strategy
Prevent turover among team members
Break the project into discrete modules

67% of companies failed to terminate unsuccessful projects
Focus on a single target, readiness to go live, measuring every

activity against it
61% of managers reported major conflicts between project and line
organization

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The post-mortem exercice
Crossing the river
Let’s imagine the leader’s decision

has been executed but failed… We
actually crossed the river
Let’s survey group’s ideas on why
the plan went wrong.
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CASE BOEING 767
Garvin, Harvard Case, Boeing 767; from concept to production, 1988

CASE BOEING 767 – PHASED AIRPLANE DESIGN
Pre-project Phase
What have we done well?

What have done poorly?
What are the lessons for
future plane?
What are the likely costs of
next generation airplane?
What is the likely market over the

10-20 years?
Is there any unmet marker?
What should be the basic
configuration and what techno?
How much of uncertainty and risk What airplane do we exactly want to
can be removed from careful sell?
planning? How much will it cost? How long will it
take to build?
Should we go ahead or not?
Whom should we select as major

subcontractors?
What training and skills will suppliers need
to meet our standards and schedules?
How de we ensure that schedule and
learning curve goals are met?
Garvin, Harvard Case, Boeing 767; from concept to production, 1988

CASE BOEING 767 – RISK MITIGATION
Financial Risk
Mitigation through:
•Staged commitments of capital
•Subcontractors share the costs (invest in
facilities, tooling and personnel)
•Minimum number of planes must have
already been sold
Common Elements
Rule 1: you SHARE risks
Rule 2: you take GROUP DECISIONS
Rule 3: trials, pre-testing, decisions based on facts
Rule 4: Redundancy. Audit team repeat the work done
by managers, parallel developments
Techno Risk Market Risks
ADDITIONAL
SUBCONTRACTORS
Mitigation through: Mitigation through:
•Matrix orga in engineering and •Close customer contact
program development •Tailor planes to customer’s
•Parallel developments to keep MORE RISKS ON willingness
options (2 or 3 engines) PRODUCTION •Offering a family of planes
•Use of proven techno in military or Production Risk
spaces vehicles
•In flight testing of new materials Mitigation through:
•Conservative approcach (increments) •Audit team
•Tight control of suppliers and their trainings
•Parametric estimation techniques
•Production change board that review engineering
change requests and assess impact on schedule and cost
•Stand up meetings, flag problem before they become
serious
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SIMULTRAIN
FOR TRAINERS
FOR TRAINERS
80
WHAT IS THE PROJECT?
• Mid-size project
• 3 months long, budget 400,000
• 17 activities, 16 people involved
Monitoring & Control
Initiating Planning Executing Closing
SimulTrain
time
USE OF SIMULTRAIN
•www.simultrain.swiss

TIMING 2 HOURS
Planning Trainer Project
Clock
starts week 1 stops
clock (demo mode)
Planning
Risks Group
Agenda Executing 12’ Debriefing
Intro 10’
70’ 15’
0 1h 2h
Break
Deliverable Name1_Name2.pptx
PPT File including
GANTT Save your file on the USB key or send it by email
+ RESOURCES to alexis.roy.78@gmail.com
+ BUDGET
+ RISK Register + Calendar
weeks 1&2
+ Earned Value
+ Status Report

Personal Skills levels at the begining of the project
Marketing and
Team member Hourly rate WebDsgn
Engineering DB TestingProgram Business Logistics
Production Sales+Mkg
Sales
Alex 86 /hour 3 1 2 2 0
Anna 160 /hour 6 5 6 3 0
Bill 102 /hour 3 2 4 0 2
Cindy 87 /hour 2 3 3 0 0
Felix 89 /hour 1 0 4 0 1
*Fred 89 /hour 2 4 2 0 0
Hans 135 /hour 6 3 5 2 0
John 125 /hour 4 6 5 0 0
Livio 97 /hour 1 1 0 4 6
Luc 70 /hour 2 0 4 0 0
Marco 89 /hour 1 0 0 5 5
Paul 175 /hour 5 5 6 3 1
Peter 128 /hour 6 4 4 1 0
*Sue 151 /hour 5 3 4 5 3
Ted 58 /hour 3 0 3 0 0
*Tim 97 /hour 2 0 4 3 0

TIMING 7 HOURS
Trainer
Project Clock
Period 1 starts
clock
weeks 1 - 4 stops
Intro 30’ Planning 60’ Executing 90’ Debriefing 60’
0 1h 2h 3h
4h
Trainer
Project Clock
Period 2 starts
clock
weeks 5 - 8 stops
Plan Executing 72’ Debriefing 60’
0 1h 2h 3h
Period 3 Trainer
starts
Project Clock
weeks 9 - 12 stops
clock
Plan Executing 72’ Debriefing 60’

0 1h 2h 3h
DIE ROLLE DES KURSLEITERS
• Main task: to explain what to do in each phase
• Observe and take notes of particular problems, reactions of groups, etc.
• Let people make mistakes

TEAM WORK
Planning phase
Share a common project
Assign people to all
activities
Consider costs, skills,
motivation, quality and
availabilities

ROLE OF THE MEMBER
Executing Phase
• Take “adequate”
decisions
• Keep the Performance
Indexes over 100%
• Continue planning if
necessary

REPORT
Preparing a report for next Period
Presentation of the report
Alexis plays the role of Jeff
Every team to set goals
for the next period

HOW IT WORKS?
www.simultrain.com

SETTINGS

OW TO START CLOCK

THANK YOU
 Demo: www.sts.ch/demo
 Contact: office@sts.ch
 Support: +41 21 510 11 50

SIMULTRAIN
STRATEGIC
MANAGEMENT

STRATEGIC MANAGEMENT OBJECTIVES
 To understand the restrictions / bottleneck / scarcity of

project finances, resources, and time;
 To be capable of balancing / prioritizing the

performance indicators such as strategic benefit points,
risk indicator, NPV, cash balance, payback period, and
investment ;
 To implement changes in the ongoing projects.

95
OBJECTIVES OF THE GAME
1) To obtain at least 80 strategic benefit

points (strategic value) for 4 main strategic
objectives of the company.
2) To complete the five-year portfolio with a
positive cash balance - at least 20 million.
3) To obtain an expected net present value
(NPV) of 50 million.
4) To make the portfolio profitable in three
years.
 An aggregate performance index (API) is calculated

based on these four criteria.
 There are 20 potential projects and eight teams, with
total personnel of 50 people.
 You can obtain credit
Leadership in Projectup to 10 million.
Management
PAY BACK PERIOD & NET PRESENT VALUE

PROJECTS PORTFOLIO

PROJECTS DEPENDENCIES

RETURN ON INVESTMENT VS COST
 Visualise major parameters of the projects.

 Allow to choose the projects.
 Indicate the Strategic Value.

DASHBOARD

STAFFING ON PROJECTS

PEOPLE

103
RESOURCE CHART  Shows teams, their
leaders, and occupation in
five years.
 Displays the start and
the end of the projects.
 Demonstrates the size
of teams and their
availability.

MANAGE PRIORITIES BETWEEN PROJECTS
 Shows the list of available, in-progress, and

cancelled projects.
 Allows for the prioritization of the projects.
 Displays teams working on the projects.

PORTFOLIO ROADMAP
 Highlights the objectives of the 5-year

portfolio of projects.
 Shows the contribution of the
projects to the strategic objectives.
 Presents time of the project
execution.

PLEASE GO TO:
HTTPS://SIMULTRAIN.SWISS/PLUS/
AND LAUNCH THE « DEMO » SESSION

OBJECTIVES OF THE GAME
1) To obtain at least 80 strategic benefit

points (strategic value) for 4 main strategic
objectives of the company.
2) To complete the five-year portfolio with a
positive cash balance - at least 20 million.
3) To obtain an expected net present value
(NPV) of 50 million.
4) To make the portfolio profitable in three
years.
 An aggregate performance index (API) is calculated

based on these four criteria.
 There are 20 potential projects and eight teams, with
total personnel of 50 people.
 You can obtain credit
Leadership in Projectup to 10 million.
Management

ENSAT - Leadership in Project Management - 190216

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LEADERSHIP

Leadership in Project Management

" This course is designed to setup a project

Know how to apply appropriate decision-making

Demonstrate capacities of adaptation and

Have good command of project management

Leadership in Project Management

Présenter une idée

Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

Leadership in Project Management

Leadership in Project Management

Présenter une idée

Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

Leadership in Project Management

US Constitution, adopted on September 17, 1787, still applied,

… making boundaries … quickly setting

Simplify Derive from real world

Leadership in Project Management

Présenter une idée

Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

Please consider a project from your last internship period or another

Leadership in Project Management

Présenter une idée

Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

Leadership in Project Management

Présenter une idée

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Leadership in Project Management

Good priorities are POWER

If you have priorities in place, you can

What problem are we trying to solve?

Présenter une idée

Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

Leadership in Project Management

Présenter une idée

Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

In a software development project, the team leader continually says

Yes to things that don’t jive with the priorities.

What consequences will occur soon?

Leadership in Project Management

If you can’t say no, you can’t manage

What are the many ways to say “no”?

Leadership in Project Management

No, this doesn’t fit our priorities.

No, only if we have time.

No, only if you make <insert impossible

Présenter une idée

Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

1.What is your evaluation of the performance of

According to projections, the Return on Equity on the

Morton (Eurotunnel Co-Chairman): « The fundamental

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Proposer un exemple réel Critiquer l’une des

Leadership in Project Management

Leadership in Project Management