1 project & project cycle management
- 1. PROJECT & PROJECT CYCLE MANAGEMENT 1
- 2. PROJECT DEFINITION “A group of activities that have to be performed in a logical sequence to meet preset objectives outlined by the client” OR “ Temporary endeavors undertaken to create unique products, services or results ” 2
- 3. PROJECT The core of the project design therefore is deciding •WHAT to improve or change •HOW the project can bring about or contribute to the improvement or change 3
- 4. Characteristics of a Typical Project All projects are concerned with Change – creating something new; All projects exist for a limited and defined period of time: their lifespan consists of a set of activities with a beginning date and a target end date (deadline); These activities must be performed in a logical order; All projects have clear and measurable objectives, targets or goals. These objectives must be achieved within specific constraints, especially time and costs (budget); Each project is a new and unique process. 4
- 5. What is Project Management? Project Management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from the project. Purpose of Project Management. The purpose of Project Management is to identify, establish, coordinate and monitor activities, tasks and resources necessary for a project to produce a product and/or service meeting the agreed requirements. 5
- 6. Different Components of Project Management Project Integration Management Processes required to ensure that various elements of the project are properly coordinated. Project Scope and Time Management Processes required to ensure that the project includes all the work required to complete it successfully in stipulated time. Project Cost and Quality Management Processes required to ensure quality and that the project is completed within the approved budget. Project Human Resource Management Processes required to make the most effective use of the people involved in the implementation of the project. 6
- 7. Key Dimensions of Projects Cost Time Quality 7
- 8. Key Dimensions of a Project Cost Scope Quality Time 8
- 9. Project Cycle Management A logical sequence in which the projects are identified, prepared, approved and implemented is called project cycle. It is an approach in project management used to guide management activities and decision-making procedures during the life-cycle of a project, from the first idea until the last ex-post evaluation. 9
- 10. Project Cycle Management Within all institutions the cycle shares three common themes: The cycle defines the key decisions, information requirements and responsibilities at each phase; The phases in the cycle are progressive – each phase needs to be completed for the next to be tackled with success. The cycle draws on evaluation to build experience from existing projects into the design of future projects. 10
- 11. Stages in PCM There are eight broad stages of project cycle: Project Identification Project Preparation Project Appraisal Project Approval Project Implementation Project Monitoring Project Completion Project Evaluation 11
- 12. Project Cycle 12
- 13. Project Identification The possible sources of project identification are; Development Plans Sector Surveys Elected Representatives Immediate Nature/Calamity Projects Expansion of On-going Programmes 13
- 14. Project Formulation Projects are usually prepared by the executing organizations/ agencies and it consists of two stages: Feasibility Study Project Document Important Considerations: Survey of the area Availability of resources Yearly allocation Capacity of Implementing agency 14
- 15. Project Appraisal Critical examination of the project from all aspects is called appraisal. Analysis of prospective costs and benefits that leads to desirability for committing resources. It is carried out at two stages: Internal Appraisal External Appraisal 15
- 16. Project Implementation Project implementation entails intense activities and a variety of physical work. Implementation of activities and financial management should be undertaken in accordance with all the established guidelines, procedures and regulations guiding the project. Implementation of the project is the responsibility of executing agencies through; Organization Staff Project Staff 16
- 17. Project Monitoring It is the systematic review of development projects at appropriate intervals during implementation through well defined indicators. Benefits of Monitoring Effective Implementation Timely Completion Completion within approved cost Types of Monitoring Financial Monitoring Physical/Quantitative Monitoring Qualitative Monitoring 17
- 18. Project Monitoring Levels of Monitoring Internal Monitoring External Monitoring Key Monitoring Indicators Allocation of Funds Release of Funds Time Scheduling Technical Parameters Physical Progress 18
- 19. Project Completion It is a report submitted immediately after the completion of the project. Major emphasis of the report is on the following: Achievements against Targets/Results of the project; Actual expenses vs. budgeted for the project; Reasons for: Under achievement if the desired targets are not achieved; Delay if there is time over run in the project. 19
- 20. Project Evaluation Project evaluation examines all aspects of the project design and assess the overall progress towards the ultimate objectives. Types of Evaluation End of project evaluation Post project completion evaluation 20
- 21. Benefits of PCM PCM is an important function of project management and can assist local organizations to learn from past experiences, improve decision making, streamline communication between various stakeholders and above all how far the objectives of the project have been achieved. 21
- 22. Benefits of PCM When PCM is applied effectively, the following benefits can be realized; Goal/Objective Oriented: Implementation of projects will be in accordance with predetermined objectives and not on the whims of individuals Coordinated Project Management: Project execution will be coordinated and overseen by appointed project managers, and not by those randomly picked without proper consideration. 22
- 23. Benefits of PCM Sound & Objective Appraisal: The project will be designed and appraised based on sound research and feasibility criteria, and not on voting and consensus which does not capture the viability issues Long Term Planning: PCM improves long-term planning because the policy setting’ stage includes strategic review of long term goals and objectives; Increased Accountability. There will be increased accountability for results because individuals and teams will be assigned specific results that they must deliver; 23
- 24. Benefits of PCM Standard Methods and Procedures. As opposed to a mixed up process of managing a project, the PCM approach introduces a standard method and procedures for running projects stage by stage, which provides stakeholders with a road map of expected results, at each stage of the process; Increased Efficiency in Planning and Use of Resources. Through the PCM method, project resources are planned for before the project is executed, and adjustments are made during project implementation; 24
- 25. Benefits of PCM Stakeholder Ownership. This is enhanced because PCM is a participatory process; Formal Documentation. PCM requires documentation of procedures, processes and results. This ensures that there is an accurate record of information for every project step; Enhanced Monitoring and Evaluation. PCM sets in place a process of monitoring based on agreed milestones. Without PCM, it is hard to create an effective monitoring framework and results are hard to establish 25