Unit One

Project management: is the application of modern management techniques and systems to the
execution of a project from start to finish, to achieve predetermined objectives of scope, quality,
time and cost, to the equal satisfaction of those involved.
Comparison of Programs and Projects

Program Project

An organizing framework A process for delivering a specific outcome

May have an indefinite time horizon Will have a fixed duration

Evolve in lines with business needs Has set objectives

May involve the management of multiple related deliveries Involve the management of single deliveries

Focus on meeting strategic or extra-project objectives Focus on delivery an asset or change

Program manager facilitate the interaction of numerous Project manager has single point responsibility
managers for project’s success

Benefits of Project Management

1. Clear Objective, Risk Assessment, Milestones, Resource Allocation, Task Dependencies,

Communication, Avoid Scope Creep and Client Appreciation

Skills needed by Project Managers

Leadership, Team building, Motivation, Communication, Influencing, Decision making, Political and
cultural awareness, Negotiation skills, Trust building, Conflict management, and Coaching.

Project Management Vs General Management

General management Project management

• Responsible for managing the status quo • Responsible for overseeing change
• Authority defined by management • Lines of authority fuzzy/unclear
structure • Ever-changing set of tasks
• Consistent set of tasks • Responsibility for cross-functional
• Responsibility limited to their own activities
function • Operates within structures which exist for
• Works in 'permanent' organisational the life of the project
structures • Predominantly concerned with
• Tasks described as 'maintenance’ innovation
• Success determined by achievement of • Success determined by achievement of
interim targets stated end-goals
• Limited set of variables • Contains intrinsic uncertainties
Project Cycle: Project Process Groups

1. Defining the project objectives (Initiation)

 The project manager is named, and the project is officially launched through a signed document
called the project charter,

It contains items such as: The purpose of the project, a high-level product description, a summary of the
milestone schedule, and a business case for the project.

 Another outcome of this stage is a document called the stakeholder register, which identifies
the project stakeholders and important information about them.
2. Planning the work to achieve those objectives (Planning)
 Refine the project objectives and requirements and develop the project management plan,
which is a collection of several plans that constitute a course of actions required to achieve the
objectives and meet the requirements of the project. The project scope is finalized with the
project scope statement.
 The project management plan, the outcome of this stage, contains subsidiary plans, such as a:
1. project scope management plan,
2. schedule management plan, and
3. quality management plan.
3. Performing the work (Execution)

The project team performs the work scheduled in the planning stage.

The project manager coordinates all the activities being performed to achieve the project
objectives and meet the project requirements. Of course, the main output of this project is the
project deliverables. Approved changes, recommendations, and defect repairs are also
implemented in this stage.

4. monitoring and controlling the progress (M&E/Controlling)

 Defending the project against scope creep (unapproved changes to the project scope),
 Monitoring the project progress and performance to identify variance from the plan, and
recommending preventive and corrective actions to bring the project in line with the planned
expectations in the approved project management plan.
 Requests for changes, such as change to the project scope, are also included in this stage. The
changes must go through an approval process, and only the approved changes are implemented.

5. closing the project after receiving the product acceptance (Closing).

 formal acceptance of the project’s product, close any contracts involved, and bring the
project to an end by disbanding the project team. Closing the project includes conducting a
project review for lessons learned and possibly turning over the outcome of the project to
another group, such as the maintenance or operations group.
 At the closing stage celebration is important.
 Terminated projects (that is, projects cancelled before completion) should also go through
the closing stage.
Unit two

Project Idea Identification

Process to assess each project idea and select the project with the highest priority.

Finding a good idea is the first step in the process of converting an entrepreneur’s creativity into an
opportunity.

What is a Good Project Idea?

 Any good Project ideas could be:

an invention, a new product or service, or an original idea or solution to an everyday problem

Techniques for Generating Ideas

 Brainstorming: Exploring as many solutions or ideas to a given problem or question as possible,

without judging merit within the session itself, in a more unstructured way than in a focus group.
(“freewheel” ideas)

 Focus Group Discussion (FGDs): Exploring the advantages & disadvantages of a number of pre-
identified options which are presented to the group, in a highly structured way. moderator leads a
group of people through an open.

 Observations: A method that can be used to describe a person or group of people’s behavior by
probing: What do people/organizations buy? What do they want and cannot buy? What do they buy
and don't like? Where do they buy, when and how? Why do they buy? What stuff they are buying
more of? What else might they need but cannot get?

 Surveys: This research technique requires asking people who are called respondents for information
either verbally or by using written questions. Questionnaires or interviews are utilized to collect data
on the telephone or face-to-face interview.

 Emerging Trends: Emerging trends within your area may create demand for new products and
services, and can serve as a business/project idea.

 Research and Development: Research: is a planned activity aimed at discovering new knowledge,
with the hope of developing new or improved products and services.

Researching on new methods, skills and techniques that enable entrepreneurs to enhance their
performance and ability to deliver better products and services.

 Tradeshows and Association Meetings: This can be an excellent way to examine the products of
many potential competitors, uncover product trends and identify potential products.

 Literature: This can be achieved by reading relevant trade magazines and browsing through
trade directories. These may include local, national and foreign publications.
 Screening Project Ideas: We suggest here that one way to reduce the number of ideas is by
roughly assessing the market potential of the idea and its likelihood of success.
 For this purpose, it is useful to think of success in two dimensions:
(1) The strength of the idea, and (2) Its fit within the organizations
The strength of the idea:
Does this concept have market potential & a business model? Will it advance your mission
either by generating lots of revenue or by strengthening your service delivery?
The fit within the organization:
Can your organization implement this idea successfully in the current market?
 Thinking about these two dimensions, chart each enterprise idea using the matrix in
the next slide.

Unit 3

Unit 4: Project Planning

Planning is one of the management functions which involves determination of missions, goals
and strategies to achieve these predetermined objectives
• Planning encompasses
– Scoping (problem statement, objectives, project description and benefits)
– Listing activities/ tasks
– Estimating activity/ task duration
– Preparing time schedule
– Assigning responsibility (scheduling of people and tasks)
There are nine major or specific components of the planning phase
1. Objective: a goal, target, or quota to be achieved by a certain time
2. Strategy: the strategy to be followed and major actions to be taken in order to achieve or
exceed objectives
3. Schedule: a plan showing when individual or group activities or accomplishments will be
started and/or completed
4. Budget: planned expenditures required to achieve or exceed objectives
5. Forecast: a projection of what will happen by a certain time
6. Organization: design of the number and kinds of positions, along with corresponding duties
and responsibilities, required to achieve or exceed objectives
7. Policy: a general guide for decision-making and individual actions
8. Procedure: a detailed method for carrying out a policy
9. Standard: a level of individual or group performance defined as adequate or acceptable
The Logical Framework Approach (LFA) as a Planning Tool
The LFA is an RBM tool used for systematic planning, implementing, monitoring, and evaluating
projects/ programmers.
Why LFA? (Relevance, Feasibility, Sustainability and Cost efficiency)
Problem Analysis
Three parts in a problem analysis; finding “the roots of the evil”

The main problem to be solved, one focus, The causes to the focal problem, The effects of the
focal problem.
Planning of Resources
 Resource planning should include:
1. Staff Experts and personnel (human resource management, project group, reference group, which
knowledge & capacity is needed?)

2. Budget Financing (loans, grants, funds, cost sharing, who is financing what?

3. Equipment, equipment should be adapted to local conditions(spare parts and maintenance)

4. Premises (office, training facilities, is there a contract for the premises?)

5. Time (make a realistic time schedule, e.g. GANTT-schedule)

 Network Diagramming
• CPM uses a deterministic approach, which suits a project whose time durations can be
accurately predicted.
• PERT, on the other hand, uses a probabilistic approach, which suits a project whose time
durations may vary over a range of possibilities.
A critical path for the network is a path consisting of activities with zero slack. And it is always
the longest path in the project network.
The nine steps of an LFA analysis - why?
RELEVANCE FEASIBILITY SUSTAINABILITY
1. Analysis of project´s Context 5. Plan of Resources/Inputs 8. Risk Analysis and Risk
2. Analysis of Stakeholders 6. Plan of Activities Management
3. Problem Analysis/Situation Analysis 7. Indicators/measurements 9. Analysis of Assumptions
4. Objectives Analysis

Chapter 5
Project Implementation, Monitoring and evaluation
 There are three different project management structures to choose from:
1. Functional organization, Used When top management decides to implement the projects
with the existing functional hierarchy

Advantages of Functional Organization Disadvantages of Functional Organization

1. No change: No radical change in the operations 1. Lack of Focus: Creates delay!
2. Flexibility: temporarily work on the project then 2. Poor Integration: concerned only with their
return to their normal work. project responsibilities, not what is best for the
3. In-depth Expertise: concentrate on the most crucial total health of the project.
aspects of the project. 3. Slow: they respond to project concerns slowly.
4. Easy Post-Project Transition: Normal career paths Thus, takes longer to complete projects!
within a functional division remain intact. 4. Lack of Ownership: Weak motivation of the
human resources assigned to the project.
 2. Projectized or dedicated teams Operate as separate units, The project manager does all the
recruiting of project resources
Advantages of Projectized Disadvantages of Projectized
1. Simple: All specialists are dedicated to the 1. Expensive: Newly created management positions, resources
project operates without project work and project teams working on a full-time basis.
interruption. 2. Internal Strife: (Projectitis) in which members of the
2. Fast: Project get done more quickly when project dedicated team exhibit inappropriately intense loyalty to
team members are fully focused to the project the project.
3. Cohesive: Motivation and cohesiveness is present 3. Limited Technological Expertise: Because of the “we versus
as all share a common goal and personal them” syndrome, specialists often will not consult with
4. Cross-Functional Integration: Experts or other experts in the functional units.
specialists from different work areas work 4. Difficult Post-Project Transition: going back to their former
together functional position may not be available.
3. Matrix structure
The Matrix model is a hybrid organizational form, A project horizontally crosses over several
functional units. It is designed to utilize resources working on multiple projects as well as being
capable of performing normal functional duties. There are two chains of command: Project
managers and Functional managers.
Different Matrix Forms
1. Weak matrix: very similar to a functional approach with the exception that there is a formal
designated project manager responsible for coordinating project activities
2. Balanced matrix: classic structure in which the project manager is responsible for defining
what needs to be accomplished and functional managers are concerned with how it will be
accomplished.
3. Strong matrix: project manager controls most aspects of the project including assignment of
functional personnel.
Advantages of Matrix structure Disadvantages of Matrix structure
1. Efficient: Resources are shared across multiple 1. Dysfunctional conflict: Tension between functional
projects within functional divisions. managers and project managers
2. Strong Project Focus: A stronger focus on projects 2. Infighting: When equipment and resources are being
due to having a designated project manager. shared between project it can lead to conflict and
3. Easier Post-Project Transition: Since the project competition for scarce resources.
organization is overlaid across functional divisions, 3. Stressful: Matrix structures violate the management
specialists maintain ties with their functional group principle of unity of command. Project participants
and are not displaced when a project ends. take orders from their functional managers in
addition to one or more project managers. Working
4. Flexible: Matrix structure provides for flexible in a matrix environment can be stressful to people
utilization of resources and expert skill sets within resources.
the organization. 4. Slow: decision making can get bogged down as
agreements have to be obtained across multiple
functional groups. This is especially true in balanced
matrix
There are seven project-related factors that influence the choice of a project management
structure. This includes:
1. Size of the project
2. Strategic importance of the project
3. Novelty and need for innovation
4. Need for integration
5. Environmental complexity
6. Budget and time constraints
7. Stability of resource requirements

Monitoring & Evaluation (M&E)

Monitoring: It is a continuous process of gathering, analyzing and interpreting of information of
the daily use of inputs and their conversion into outputs in order to enable timely adjustment or
correction on the project when necessary. It is a basic part of implementation management.
Evaluation: It is a systematical and periodical gathering, analyzing and interpreting information
on the operation as well as the effects and impacts of a project.
Types of Monitoring
1. Process monitoring: the use of resources, the progress of activities, and the way the
activities are carried out It is a means for reviewing and planning work on a regular basis.
2. Impact monitoring: Changes brought as a result of the project (economic, social,
organizational, technological, etc. or other intended and unintended results over a longer
period).
TYPES OF PROJECT EVALUATION
BASED ON TIME PERIOD
i.ex-ante evaluation: Carried out before the start of implementation
ii.mid-term or on-going evaluation: It takes place while the implementation of the planned
project is on-progress
iii. terminal evaluation: Conducted when the funding for the project comes to an end.
iv. ex-post evaluation: Carried sometime after the programme/project activity has been
terminated in order to determine its impact on the target group and the local area.