At this stage, the main actions are:

• Find out about the context for expanding the horizons or take account of future considerations.
• Ascertain the actual needs to redefine or validate what you, the company, have set yourself.
• Identify the issues likely to affect the achievement of the objective.The vision must take into account the human, social and environmental demands.
• Prepare a specifications document in which there is a clear description of the tasks to be performed and an estimate of the time required to complete them. This is done using the analysis of the previous stages and ensures a realistic solution that is suited to your needs. A good analysis means satisfaction at all levels, and can even exceed your expectations…

Once budgeted, organised and planned, the project can be launched.Once budgeted, organised and planned, the project can be launched. At all stages during this part, our expert in charge of piloting will compare the work completed with what was planned and possibly revise the schedules.The pilot takes an overall view to reliably monitor the project, to precisely measure the progress of the project, to validate the deadlines and to take the right decisions in the event of difficulties.

Pilot programme :

• Human resource planning.

This includes all those involved in the project, which, if well managed, are the key factors to the success of the project.Human resources must, therefore, be particularly well managed, to avoid putting the project at risk.

• Resource management

To avoid a high staff turnover of those involved in the project because of a lack of motivation, the workload for each task must be assessed with great precision to avoid all-too- frequent overloads or periods of inactivity, which can lead to a lack of motivation.

• Resource tracking

This requires ensuring the forecasts match reality, and, if necessary, reassessing the resource and skill profiles needed.

• Tracking tool

The pilot indicators can be grouped together in the form of a dashboard/strong>>, forming a veritable management tool for project managers. It can be used to assess a situation or a risk, to trigger an alert or, on the contrary, indicate that correct progress has been made on the project.The choice of indicators depends on the objectives of the project.

Here are a few of the indicators that can be found on a dashboard:

• Resource use (en %)
• Tasks carried out/scheduled
• Milestones
• Dates of original deadline / Date of final deadline
• Progress in time (%)
• The number of tasks completed compared with the number of tasks planned
• Number of changes
• Number of risks that materialised

The quality procedure must be integrated into all phases of the project.

• La Planning (“Plan”): Phase during which the expectations, resources and objectives are laid down formally.
• Execution (“Do”): This relies on various previously defined operating modes.
• La verification (“Check”): This must also comply with the process defined beforehand for the sake of completeness.
• Corrective action (“Act”): any errors that are found are corrected and measures are put in place to prevent them from reoccurring.

Résult : the success of this approach will depend on everyone committing to seek to improve and on the resources implemented by the decision-making bodies to apply the approach