Optimising a project management process

Initial situation

Following a strategic reflection carried out under a previous mandate, the action plan drawn up concluded that a series of strategic projects needed to be implemented. One of them was the optimisation of the design, development and realisation process. In this context, the objective of our intervention was to mobilise and motivate the teams in order to:

  • Develop a common and comprehensive understanding of the design, development and implementation process
  • Create dialogue and trust between the different actors.
  • To identify technical, organisational and behavioural areas for improvement allowing for greater fluidity of activities throughout the process.

How it happened

We began by mobilising the project team (Management + Project Managers) by drawing up an initial outline of the project management process.

This was broken down into sub-processes and we then worked with different sub-groups (Design – Development – Implementation – Commissioning – After-sales service) in order to obtain a finer vision and to highlight what was working well and what was not. On this basis, we then carried out observations in the field to collect concrete examples.

The debriefing with the project team made it possible to set up prototyping workshops in order to produce the first drafts of solutions, subject to validations and new ideas.

As we reached the implementation phase, the need for a different management style emerged. This project is the subject of another description.


This gave everyone a better understanding of all the activities involved in carrying out an automation/robotisation project. It also highlighted how people could help each other to be more effective. Solutions have emerged to streamline processes and increase their efficiency.

Finally, the process optimisation work led to the need to question the management style. Cf. “Setting up a flat organisation”.

Other projects of