{"id":5968,"date":"2014-11-12T17:45:10","date_gmt":"2014-11-12T16:45:10","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=5968"},"modified":"2015-02-05T15:52:20","modified_gmt":"2015-02-05T14:52:20","slug":"gestion-portefeuille-projets-lautre-levier-damelioration-competitivite","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2014\/11\/gestion-portefeuille-projets-lautre-levier-damelioration-competitivite\/","title":{"rendered":"La gestion de portefeuille de projets : l\u2019autre levier d\u2019am\u00e9lioration de la comp\u00e9titivit\u00e9 ?"},"content":{"rendered":"<p>Depuis la crise de 2008, il ne se passe quasiment pas un mois sans qu\u2019un article, une analyse ou un reportage ne mette en avant le d\u00e9ficit de comp\u00e9titivit\u00e9 des entreprises europ\u00e9ennes vis-\u00e0-vis de leurs concurrentes en Am\u00e9rique du Nord ou en Asie. Si par \u00ab\u00a0comp\u00e9titivit\u00e9\u00a0\u00bb on entend le prix des biens ou services, il y a fort \u00e0 parier que les entreprises europ\u00e9ennes ne pourront rapidement rivaliser avec les entreprises asiatiques&#8230; Par contre, s\u2019il est question de trouver des solutions pour faire en sorte que chaque euro investi dans les projets, qu\u2019ils soient informatiques ou non, devienne rentable et que les ressources dont on dispose soit utilis\u00e9es de mani\u00e8re optimale (comme c\u2019est d\u00e9j\u00e0 le cas outre-atlantique), une solution existe\u00a0: la gestion de portefeuille de projets.<\/p>\n<p>Lorsqu\u2019en 2013, PMSolutions publie son \u00e9tude \u00ab\u00a0<a href=\"http:\/\/www.pmsolutions.com\/reports\/State_of_PPM_2013_Research_Report.pdf\" target=\"_blank\">The State of Project Portfolio Management<\/a> \u00bb, pr\u00e8s des trois quarts des r\u00e9ponses viennent d\u2019entreprises bas\u00e9es en Am\u00e9rique du Nord tandis que 12% seulement des r\u00e9ponses viennent de soci\u00e9t\u00e9s bas\u00e9es dans l\u2019Union Europ\u00e9enne.<\/p>\n<div>\n<h2>La gestion de portefeuille projets, un outillage efficace<\/h2>\n<p>Les principaux \u00e9diteurs de solutions de Gestion de Portefeuille publient r\u00e9guli\u00e8rement des \u00e9tudes ou REX qui d\u00e9montrent les b\u00e9n\u00e9fices retir\u00e9s de la mise en \u0153uvre de ces bonnes pratiques, qu\u2019il s\u2019agisse d\u2019une meilleure ad\u00e9quation entre la strat\u00e9gie de l\u2019entreprise et les projets cens\u00e9s y contribuer, de fiabilisation de la dur\u00e9e des projets ou encore d\u2019optimisation des ressources (financi\u00e8res ou non). L\u2019\u00e9tude \u00a0\u00ab<a href=\"http:\/\/www.ca.com\/us\/success-stories.aspx\" target=\"_blank\">\u00a0how PPM is delivering value to Organizations <\/a>\u00bb par exemple, illustre que, d\u00e8s lors que l\u2019entreprise a acquis la maturit\u00e9 suffisante, la Gestion de Portefeuille de projets permet entre autres\u00a0:<\/p>\n<ul>\n<li>De r\u00e9duire le co\u00fbt des projets de 37%<\/li>\n<li>De r\u00e9duire le d\u00e9lai de mise sur le march\u00e9 des nouveaux produits de 33%<\/li>\n<li>D\u2019augmenter le nombre de projets qui contribuent effectivement aux objectifs de 27%<\/li>\n<\/ul>\n<p>Autrement dit : l\u2019organisation qui met en place la gestion de portefeuille serait \u00e0 la fois plus rentable que ses concurrents, plus r\u00e9active sur le march\u00e9 et augmente ses chances d\u2019atteindre ses objectifs. Mais s\u2019agit-il uniquement d&#8217;une histoire d&#8217;outils ?<\/p>\n<p>On ne le r\u00e9p\u00e8tera jamais assez, ce n\u2019est pas un outil, quel qu\u2019il soit, qui cr\u00e9e de la valeur : c\u2019est l\u2019entreprise et les personnes qui la composent. Investir plusieurs milliers d&#8217;euros dans des licences, des serveurs et de la formation ne sont pas suffisants.<\/p>\n<div>\n<h2>La n\u00e9cessaire \u00a0adoption d\u2019une \u00ab\u00a0approche\u00a0\u00bb gestion de portefeuille<\/h2>\n<p>La Gestion de Portefeuille de Projets est avant tout une question d&#8217;approche et d&#8217;organisation\u00a0; le choix d&#8217;un outil est d&#8217;ailleurs une des derni\u00e8res \u00e9tapes de la mise en \u0153uvre.<\/p>\n<p>Traditionnellement, l&#8217;entreprise consid\u00e8re les projets qu&#8217;elle m\u00e8ne comme une d\u00e9marche temporaire. Une fois que le produit ou le service est \u00e0 disposition, tout s&#8217;arr\u00eate. Dans une approche Gestion de Portefeuille au contraire, le projet est <b>un investissement dont le but est de cr\u00e9er un maximum de valeur en optimisant les ressources <\/b>\u00a0&#8211; tout en gardant \u00e0 l&#8217;esprit qu&#8217;il existe une certaine part de risque.<\/p>\n<p>L&#8217;entreprise doit se positionner comme si elle investissait sur le march\u00e9 : apr\u00e8s avoir choisi les actions qui correspondent \u00e0 sa strat\u00e9gie de placement, elle en fait l&#8217;acquisition et suit la valeur de son portefeuille jusqu&#8217;\u00e0 ce qu&#8217;elle d\u00e9cide de s&#8217;en s\u00e9parer.<\/p>\n<p>Mais pour suivre ses investissements, on doit \u00eatre en mesure de conna\u00eetre l&#8217;\u00e9tat de son portefeuille, ses capacit\u00e9s, si de nouveaux besoins peuvent appara\u00eetre\u2026 et s\u2019organiser en cons\u00e9quence. Appliqu\u00e9 \u00e0 la Gestion de portefeuille projets, cela implique que l&#8217;organisation dispose de tous les \u00e9l\u00e9ments n\u00e9cessaires pour d\u00e9cider. Faut-il pour autant revoir l&#8217;organisation de fond en comble ?<\/p>\n<p>\u00c9valuer son organisation et l\u2019adapter en cons\u00e9quence<\/p>\n<p>Lorsque une entreprise souhaite mettre en \u0153uvre la Gestion de Portefeuille de Projets, la tentation est grande de remettre tous les processus \u00e0 plat et d\u2019en mettre en place de nouveaux.\u00a0 Seul inconv\u00e9nient\u00a0: l&#8217;entreprise risque d&#8217;\u00eatre d\u00e9sorganis\u00e9e le temps que les nouveaux processus soient en place. Souvent, il suffit de formaliser ou revoir l\u2019existant, et de le partager\u00a0!<\/p>\n<p>Une des premi\u00e8res \u00e9tapes consiste donc \u00e0 \u00e9valuer l&#8217;organisation et de d\u00e9finir dans quelle mesure et au \u00ab\u00a0prix de quels efforts\u00a0\u00bb, l&#8217;entreprise peut tirer parti de la gestion de portefeuille.<\/p>\n<p>La principale difficult\u00e9 r\u00e9side dans le fait que l\u2019ensemble des processus ou fonctions n\u00e9cessaires \u00e0 la gestion de portefeuille sont intimement li\u00e9s et gravitent tous autour de deux \u00e9l\u00e9ments cl\u00e9s\u00a0: l\u2019analyse des donn\u00e9es et le reporting qui permettent de choisir.<\/p>\n<p>Des processus parfaitement coordonn\u00e9s \u00a0pour tirer le maximum de la d\u00e9marche<\/p>\n<p>En simplifiant \u00e0 l&#8217;extr\u00eame, pour avoir toutes les cartes en main et choisir les bons investissements, la gestion de portefeuille de projets s&#8217;appuiera sur cinq grandes familles d&#8217;activit\u00e9s :<\/p>\n<ul>\n<li>Les activit\u00e9s de gestion des demandes et des opportunit\u00e9s : l&#8217;organisation s&#8217;assure que les demandes exprim\u00e9es ou les opportunit\u00e9s d\u00e9tect\u00e9es sont bien en ligne avec sa strat\u00e9gie et ses objectifs.<\/li>\n<li>Les activit\u00e9s de planification et de gestion de la capacit\u00e9 : l&#8217;organisation va chercher \u00e0 savoir si elle dispose des capacit\u00e9s (financi\u00e8res, humaines, techniques\u2026) n\u00e9cessaires \u00e0 la satisfaction des demandes en cours, mais aussi et m\u00eame surtout, \u00a0quand elle devra &#8220;ajuster&#8221; les capacit\u00e9s de mani\u00e8re optimale pour prendre en charge les demandes qui devront \u00eatre mises en \u0153uvre.<\/li>\n<li>\u00a0Les activit\u00e9s de mod\u00e9lisation : l&#8217;organisation cr\u00e9e et applique des mod\u00e8les qui permettront de pr\u00e9voir l&#8217;impact des d\u00e9cisions qui seront prises, ou, tout simplement, de d\u00e9terminer la meilleure combinaison de projets (la fameuse &#8220;fronti\u00e8re efficiente&#8221;).<\/li>\n<li>Les activit\u00e9s de collaboration : l\u2019organisation va s\u2019assurer de disposer de la bonne visibilit\u00e9 sur des actions que ce soit en collectant les donn\u00e9es d\u2019utilisation des ressources, les risques\u2026<\/li>\n<li>et enfin bien s\u00fbr,\u00a0 les activit\u00e9s de gestion de projets (ou de programmes) : l&#8217;organisation met en \u0153uvre les demandes et donnera de la visibilit\u00e9 sur le d\u00e9roulement des travaux pr\u00e9vus.<\/li>\n<\/ul>\n<p>Il suffit d\u2019un seul pilier d\u00e9faillant pour que l\u2019entreprise prenne des d\u00e9cisions sur la base de donn\u00e9es partielles ou biais\u00e9es, autrement dit\u00a0: de mauvaises d\u00e9cisions.<\/p>\n<p>Alors, en partant du principe que votre entreprise a d\u00e9j\u00e0 franchi la premi\u00e8re \u00e9tape vers la comp\u00e9titivit\u00e9 qu\u2019est la r\u00e9duction des co\u00fbts, <strong>est-elle pr\u00eate \u00e0 franchir l\u2019\u00e9tape suivante qui lui permettra d\u2019\u00eatre plus rentable et plus r\u00e9active que ses concurrents<\/strong>\u00a0?<\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Depuis la crise de 2008, il ne se passe quasiment pas un mois sans qu\u2019un article, une analyse ou un reportage ne mette en avant le d\u00e9ficit de comp\u00e9titivit\u00e9 des entreprises europ\u00e9ennes vis-\u00e0-vis de leurs concurrentes en Am\u00e9rique du Nord&#8230;<\/p>\n","protected":false},"author":302,"featured_media":6061,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1729],"tags":[],"coauthors":[1743],"class_list":["post-5968","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-banque"],"acf":[],"yoast_head":"<!-- This site is optimized with the 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