Elaboration d'une organisation intégrée de gestion de projet
Promotor(s) : Van Caillie, Didier
Date of defense : 22-Jun-2017 • Permalink :
|Title :||Elaboration d'une organisation intégrée de gestion de projet|
|Translated title :||[fr] Elaboration d'une organisation intégrée de gestion de projet|
|Author :||Lacroix, Pascaline|
|Date of defense :||22-Jun-2017|
|Advisor(s) :||Van Caillie, Didier|
|Committee's member(s) :||Deneye, Pierre
|Number of pages :||134|
|Keywords :||[en] Project management, Project Management Office, Project, Change management, shared methodology|
|Discipline(s) :||Business & economic sciences > General management & organizational theory|
|Institution(s) :||Université de Liège, Liège, Belgique|
|Degree:||Master en ingénieur de gestion, à finalité spécialisée en Performance Management and Control|
|Faculty:||Master thesis of the HEC-Ecole de gestion de l'ULg|
[en] Projects are becoming increasingly important tools for companies to change and develop. Their wider utilization within companies implies a new orientation of project management. The implementation of a Project Management Office in an organization is a good way to bring support to projects. Indeed, this organizational entity does not only bring a shared and formalized new methodology, it also aims to increase projects success rate, increase projects visibility, improve human resources allocation and facilitate communication between the top management and the project managers by providing a serie of tools and being involved in any project lifecycle.
At Liege Airport, there is no shared methodology to execute a project. Each project manager follows its own procedure to carry out a project, which involves that the success of the project generally depends on the individual performance of each project manager.
The need for implementing a new structure that aims to provide an administrative, methodological and helpful support was growing. With the continuous expansion of Liege Airport, and its projects increasingly strategic, the company needed more formalization in its process. That is why they decided to implement a “Project Management Office”.
The work was divided into two parts. First, a project management methodology, covering every project phases, was developed. Indeed, the methodology provides the procedures from the initiation to the follow-up after project closure. A shared methodology is only a part of the added-value of a “Project Management Office” in a company. The second section of the work consisted in driving the effective institution of the new structure within the company. That means dealing with change management, structuring the information, proving the need and advantages of the new office.
At the end of this thesis, results are presented and recommendations are made in order to continuously improve what has been developed.
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