Gestion et mesure des grands projets : une nouvelle approche

Level 1 is a project having a standard product and a stable proven design. Operation would be highly routine and systematized with standard processes and operate within the bounds of relatively fixed rules. Here is process management that establishes an implementation model applicable to initiatives where product design and functionality is mature and readily understood. The standard rules and regulations are the correct reference for conduct of the work and the nature of the challenge is one of logistically bringing the factors of production together to maximize productivity. Level 1 rule-based solutions feature maximum predictability and outcomes generally surpass initial project expectations.

Level 2 is a project having a tangible product, an evolving design, stable technology and low integration. Project results are foreseen to operate within broader bounds of relatively fixed methods. At level 2, project management establishes an implementation model applicable to initiatives that are custom in nature. Here the standard rules and regulations don’t sufficiently address the circumstances of the initiative and the standard and routine practice must be dynamically altered accordingly. This is the level appropriate for the classical project management response addressed earlier. The nature of the challenge at level 2 is in planning and implementing careful organization of people and materials to ensure the planned outcome. Level 2 methods-based solutions feature reasonably high predictability and outcomes generally approximate the initial project expectations.

Level 3 is a project with evolving requirements and a containable total system responsibility. It entails closed system engineering with significant internal integration risk. It generally features a semi-tangible product and leading edge technology. At level 3, project management establishes an implementation model applicable to initiatives that are not only custom in nature, but also feature speculative applications of technology, materials and developmental functionalities. Through the ensuing investigative developments, the originally planned methods of project implementation must be dynamically altered to maintain the overarching mission objective. The nature of the challenge at level 3 is in setting the project strategy that will guide the evolution of the work to the required mission. The solution approach is cyclical in nature and usually features the trial and error application of developmental technologies. Level 3 objectives-based solutions feature high unpredictability, a relatively high rate of project failure to meet initial expectations.

Level 4 is an evolution project. The end product deeply affects many people, changing, in a fundamental way the manner in which they conduct business and with that, their ability to achieve their objectives. These projects must simultaneously consider project issues and severe implications to routine business. At level 4, portfolio governance establishes a model for situating a new business approach within an open network of stakeholders. The external environment has more control on the situation than the internal project team and, for this reason, governance as opposed to management becomes the key approach. Through the interplay between the project practitioners and the environment stakeholders, objectives dynamically evolve under the overarching common reference of corporate principles. The nature of the challenges at level 4 is in seeking the right balance between project functionality and stakeholder common interest, while facilitating a cultural shift within the environment that will enable the new mode of operation. Level 4 principle-based solutions have consistently had no chance of achieving initial project expectations. The basis for proceeding is to revitalize the project organization within the surrounding business environment. Initial project targets of cost, time and functionality are not the basis for measuring performance and determining success.