Project

cycle management

Corina Raceanu, PhD

12-13.02.2018,Timisoara

1
 Culture
• Etymological comes from the Latin word colo meaning till, cultivate,
honored.
• Cicero wrote about the cultura animi (the cultivation of the soul) becoming
a founding concept for emerging theories on what constituted a civilized
personality. Nowadays there is a "conceptual jungle" due to the multitude
of semantic perspectives - historical, psychological, descriptive, normative,
structural of the word.

Example of definition accepted at the World Cultural Policy Conference in

1982 in Mexico City, and taken over by UNESCO: “… in its widest sense,
culture may now be said to be the whole complex of distinctive spiritual,
material, intellectual and emotional features that characterize a society or
social group. It includes not only the arts and letters, but also modes of life,
the fundamental rights of the human being, value systems, traditions and
beliefs”.
 CULTURE

AFS Intercultural Programs 1984, NY 3

 CULTURE

Prof.Dimitrie Gusti, a well-known Romanian sociologist, offers three meanings

related to the concept of culture:
"1. objective culture - which means a system of cultural goods that form the
style of an era (given by literary-artistic creations, scientific discoveries, the
appearance of a religious cult);
2. institutional culture - including state, church, school, army, economic,
scientific or artistic organizations;
3. personal culture - personal attitude towards the cultural work, the living
relationship between people and the cultural value "
 The project

In general, the project can be defined as a complex of activities designed to

solve an identified problem, within a determined time period, by an
established team; with the help of some given resources.

Through project activities, resources are transformed into results. Project

management has the role of managing these processes.
The program is a series of projects with a common overall objectives.

5
 Project Purpose

to have a good life

2012 2015

Specific
objectives

Means

6
 Integration Management
Resurse/ Inputs Rezultate/ Outputs

- Capital Products

- Materials Services

- Equipments integrated Profit

processes
- Facilities
- Information
- Human resources

- Time resources

7
 Defining concepts (The Logical Framework Approach, Norad, 1999)

National/ National/
Sector Objectiv Sector

Project Purpose

Resources Results Aria

Aria
proi. proi.
Activities

The present situation Future situation

8
 Project characteristics

- It has a purpose - a problem solving or improving by action of the causes that

generated it; a change of the current situation in a good direction;
- is unique - through the solution identified for a problem that is manifested in a
certain context and due to the particularity of the cultural project given by the
creativity of the artists;
- is complex: involves various activities, partners, means;
- has some autonomy over the organization's current activities;
- has a determined lifecycle; a specified duration;
- has its own budget, being limited by the allocated financial resources;
- has a team responsible for achieving it, being limited by the human resources
employed;
- is limited in space - specific geographic area;
- can be assessed: by achieving measurable objectives;
- involves risk and uncertainty.

The project must be: accurate, coherent, relevant, verifiable, quantifiable, limited

9
The project is the instrument by which the manager of an

organization transforms a good intention into a reality.

 Before developing a project you must have a draft

project with answers to the following questions

Why ?

When ?
What ?

Where ?

How ?
To whom, with
whom?

11
• The project life cycle

12
• The project life cycle consists of "a suite of successive stages of
information gathering and decision making that take place between the
start and end of the project" 1.
The steps proposed in the generic model are:
Elaboration
• 1. Identification, analysis
2. Preparation, project assuming

• Project management

• 3. Implementation, monitoring
4. Final evaluation

1.Gherguţ A., Ceobanu C. – Elaborarea şi managementul proiectelor în serviciile educaţionale, Editura

Polirom, Bucureşti, 2009

13
Stages of the project life cycle
Launching the program

Identification, analysis

Preparation, project assuming

Final evaluation

Implementation, monitoring

14
• Step 1. Identification and analysis includes:

- Analysis of the present situation;

- Identifying the needs to be met;
- Formulating an idea;
- Establishing the aim of the project and the specific objectives;
- Establishing interested groups: target group, beneficiaries;
- Finding and studying a large amount of information about the program,
financier, cause and effect of the problem to justify the draft correctly;
- Making a financial plan;
- Identifying potential partners and collaborators;
When assessing the quality of project ideas the following assessment criteria
should provide guidance for this: Relevance, Feasibility, Sustainability

At the end, you decide on the opportunity to develop the project.

15
From the problem to solving it!
 Step 1. Identification and
analysis

• Needs analysis
Motivation / Project justification
The motivation of the project is based on a needs analysis, identification
of a problem or opportunity to solve the problem already identified, the
causes that generated the problem and the effects produced. Through
the project you need to demonstrate how you solve the problem.

• Projects may respond to:

- identified needs (reactive projects) or
- to generate new needs, to prevent future problems (proactive projects).

17
 Step 1. Identification and
analysis
The components of the needs analysis are:
- Analysis of the target group;
- Problem analysis: SWOT analysis or Cause-Effect analysis;
- PEST (LE) analysis of political, economic, social, technological,
legislative, ecological conditions.

There are generally some types of needs:

- requested by the consumer / customer;
- determined by the market;
- required by business / organization development;
- determined by the development of technology;
- required by law;
- social needs.

Needs analysis is required in the Application form to put the project in

context and see if it is necessary and relevant.
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 Step 1. Identification and
analysis
• Cause - Effect Analysis - Problem Tree

• We can define the problem as a situation or complex of situations with

negative connotations that affect a group of people, a community, or the
entire society at a moment.
The problem may generally be a negative state of affairs that needs to be
removed or improved.
Problem analysis:
- represents the foundation phase of the entire construction of a project,
contributing overwhelmingly to the correct identification of the aim,
defining the objectives and results of the project; has a major contributes
to the justification of the project.

• The analysis forms and influences the evaluator's opinion on the need to
fund the project.

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 Step 1. Identification and
analysis

• In order to correctly identify the problem, the Problem Tree is made,

carefully analyzing the causes and effects of the problem.

• For a correct analysis, we need to answer the following questions:

"Why does the problem happen?" (Causes) and
"What happens if this problem happens?" (Effects).

• Problems, causes, and effects are defined using words with negative
connotations. Ex: lack, insufficiency, incapacity, ignorance,
degradation, destruction, loss etc.

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 Step 1. Identification and
analysis
Problem Tree (negativ)

Effect Effect

Effect Effect Effect

Problem

Cause Cause Cause

Cause Cause Cause Cause

 Step 1. Identification and
analysis

• Objective Analysis Tree.

• Once the fundamental problem has been correctly identified,
posing this problem, we can define Project Purpose
• By posing the causes, we can identify the right solutions to
resolve the problem (Means / Activities / Objectives).
• By posing the effects we can define the expected changes to
be achieved at the end of project implementation (Finalities /
Results / Impact).
Aim, Means, and Finalities are defined using words with
positive connotations. EX: growth, diversification, stimulation,
development, encouragement, improvement, recovery,
valorisation, restoration etc.

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 Objective Analysis Tree
Finalities

Impact Impact Impact

Result Result Result

Project Purpose

Objectiv Objectiv Objectiv

Means

Activity Activity Activity

 Step 1. Identification and
analysis
• For a correct justification of the problem, use relevant data and information
such as:
- sociological research, marketing research;
- supply and demand statistics;
- web site data, articles, studies, monographs;
- statistical data, financial-accounting data;
so that you are well documented on the causes and effects of the problem
in a local, regional, national or international context that justifies the
necessity and opportunity of the proposed project.

• Finally, a correct analysis involves getting answers to a set of questions,

such as:
- Is the problem identified real?
- Is it important and urgent?
- Can it be argued through studies / researches of some institutions or
opinions of specialists?
- Is the organization able to solve the problem or improve the situation?
– Attention: people have problems!

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 Step 1. Identification and
analysis

Identify the problem and create

the Problem Tree - worksheet
1
- 20-minute, the participants
will work on groups of 5 on a
common idea
- at the end there will be 4
presentations, 5 minutes each
Total time 40 minutes

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Break
 Step 1. Identification and
analysis
• The formulation of an idea is an important step requiring a good knowledge
of the domain for which the project is being carried out.
• The idea appears:
• - as a result of the emergence of a problem;
• - as a result of an opportunity - the discovery of a resource, a good
partnership, a favorable conjuncture, etc.

• The factors that can help to formulate a good idea are:

- experience in the field;
- carrying out a correct needs analysis;
- existing or previous projects made in the organization;
- discussions or consultations with other persons in the sphere of activity or
related fields;
- contact with a similar project carried out by another person, in another
place, in another organization (good practices)

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 Step 1. Identification and
analysis
• Project Purpose

The Project Purpose is the stage we want to get the problem at the end
of the project. Defining the goal can be achieved only if the problem
is well defined.
The aim should:
- be attractive for the groups involved in the project
- justify the necessity of the project
- be expressed as a state, not as a process
- be verifiable / measurable
- not contain the conjunction "and" (in this case we can have 2
purposes)
- be clear and concise statement
- solve the original problem.

Eg: "Increasing the quality of services offered to the population by rural

cultural homes“; “Increasing access to cultural offer of the city
pensioners”
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 Project Purpose

to have a good life

2012 2015

Specific
objectives

Means

29
 Step 1. Identification and
analysis

• Project objectives
The objectives of the project are:
- milestones to reach
• - steps we must take to get closer to the project aim
•
Current status The final stage
of the situation Ob.1 Ob.2 Ob.n of the desired
(the problem) situation
(Project Purpose )

- The objectivs answer the question "what do you want to get in the
end?" and not "what do you want to do?" (project activities)
- help to achieve the aim

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 Step 1. Identification and
analysis
• Specific objectives

• The conditions to be met by a specific objectiv are :

S - specific (it is clearly defined: who, what, when, where, how,
the target group)
M - measurable
A - achievable (can be achieved, can be fulfilled )
R - realistic (can be achieved with the resources and the
conditions that the organization has)
T - timely (temporally delimited - has a limited time to reach
the goal)
• from English word SMART

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 Step 1. Identification and
analysis
• The project objectives can be:
-General objectives
-Specific objectives

• Why are the objectives of a project important?

-Help the correct formulation of the project, provides information for
defining activities, accurate quantification of the effort, time and cost of a
project;
- helps to declare the success of a project at the end;
- the contract terms: objectives are agreed between the project manager
and financier of what should be achieved by implementing the project.

• A project must have two or more specific objectives, depending on its

complexity. If you manage to define only one specific goal, it means that
you have a set of activities but not a project.

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 Step 1. Identification and
analysis
Example:

"To increase, by 50%, the degree of knowledge about the Creative

Entrepreneurship, for a group of 40 young unemployed creators,
during 4 months.

"To increase, by 50%, the capacity of recovery of local heritage, for a

group of 120 cultural referents, during 6 months."

“To grow, by 20%, the audience of Timisoara Theater, during 12 months.

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 Step 1. Identification and
analysis
The groups involved in the project

The correct identification of the groups involved can be done by asking

some questions:
- who are the persons, groups, institutions affected by the problem?
- what are the interests and positions of the groups over this issue?
- what would each group gain if the problem were solved?
- what is the degree of involvement and resources that each group can
invest in the project?

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 Step 1. Identification and
analysis
The project target group

They represent the persons or category of persons to whom the

project is addressed and are positively affected by the project.

The target group is determined by the identified problem and it can

be extremely small or very large.

☺ Example:
In our case the target group consisted of: 40 young unemployed
creators, 120 cultural referents

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 Step 1. Identification and
analysis
• Project beneficiaries
They represent the people who benefit from the project.

• Beneficiaries are of two types:

- direct beneficiaries or sometimes the target group
- indirect beneficiaries
In some cases the target group and the direct beneficiary may be the
same.
• Beware of the Program Guide and the definition given there. There is a
wide and different classification and understanding of the terms, see
analysis here http://www.europabook.eu/news-and-
events/EBnews/how-identify-development-beneficiaries-equitable-
change-1-out-3 -0

• ☺ Example:
In our case the beneficiaries of the projects can be: the members of 12
communities where the 24 creators will have the cultural interventions;
the population of the communes where 120 cultural referees work, the
population of Timisoara.
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 Step 2. Preparation, project
assuming

Step 2. Preparation, project assuming:

- Setting objectives, activities and results;
- Quantification and identification of necessary and available
resources;
- Drafting a final budget;
- Dividing activities - responsibilities between partners;
- Planning in time for the project;
- Risk Analysis;
- Completion of the application for funding and the annexes
requested; Please read the Program Guide carefully there, you
will find all the information necessary for a correct completion of
the application;
- Assuming the project by signing the Partnership Agreement
between the applicant and partners;
- Timely forwarding of the project to the financier.

37
 Step 2. Preparation, project
assuming
The simple structure of a grant application
There are many types of applications, this is an indicative structure:
1.Title
2. Summary
3. Introduction
4. Motivation / justification of the project
5.The project purpose
6. Project objectives
7. Interested groups: The target group / direct and indirect beneficiaries
8. Project activities
9. Planning / Timing of activities
10. Project team
11. Project results
12. Dissemination of results
13. Sustainability and impact of the project
14. Monitoring and evaluation mechanism
15. Risk Analysis
16. Project budget
Attachments (some are nominated by the financier, others come to support
the need for the project, to justify partnerships, to demonstrate the
previous achievements of the applicant).
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 Step 2. Preparation, project
assuming

1. Title of the project

The title of the project is extremely important, it helps to "sell" your
product.

It is the first contact for the evaluator with the project so it has to be
attractive, to provide information about the project, to increase the
curiosity of the evaluator to read the project further.
A good title has the following characteristics:
- it is clear and concise
- descriptive
- easy to remember
- Attractive and sound
- no longer than 10-15 words
- has an acronym
- refer to the results and not to activities (methods used).

39
 Step 2. Preparation, project
assuming
2. Summary
The project summary is a synthesis of the project being the first and most
important part of the project read by the evaluator. Provides a clear
picture of the project, how it will be realized and the expected results.
Attention: A good summary is drawn up at the end of the project, influences
the final decision of the evaluator because it causes a positive or negative
attitude towards the project!!!!
A summary should include, sometimes in 10 rows, the following aspects:
- brief information about the applicant showing the experience and the
results achieved in the activity;
- information to justify the need to carry out the project - description of
the problem;
- a brief presentation of the objectives, the target group, the team, the
activities, and the project results;
- a brief budget information - the requested amount and other funding
sources (if any).

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 Step 2. Preparation, project
assuming
• 3. Introduction

- build your credibility and 'sell' your organization;

- convince the evaluator that you are able to complete the project

• This section includes:

- information about your organization: the mission, the vision, the goals
assumed by the organization;
- the successes or experience of the organization in the area covered by the
project (other successful implementation projects);
- a brief presentation of the quality of human resources available in the
organization (reputable artists, cultural personalities, experts, etc. with
whom your organization is working) and their experience in the field;
- other projects and sources of income: other donors and the volume of
attracted funding;
Recommendation: Do not distort reality, do not try to present the
organization more powerful than it is, the evaluators verify your allegations
and the mistakes are sanctioned !!!!

41
 Step 2. Preparation, project
assuming
4. Project activities

It is a step to achieving an objective. The activities must be described in

detail and correctly. If you win the grant, activities must be
implemented as described.

Activities are formulated taking into account Needs Analysis. They are
formulated as actions, not as final states (results).

For each activity in the Activity Description Sheet, we will specify:

- description of work packages, activity and sub-activities;
- the person responsible for carrying out that activity;
- the resources needed to carry out the activity (material, financial,
human resources, etc.)
- time of activity (start date and end date).

42
 Step 2. Preparation, project
assuming

• 5. Timely planning of project activities

• Planning purposes:
- estimating the time required for each activity,
- establishing dependencies between different activities,
- developing a realistic budget, a clear cash flow / available funds,
- establishing the necessary responsibilities and human resources,
- project monitoring.
• Methods used:
- network planning methods: Critical Path Method; PERT Method - Program
Evaluation Review Technique;
- Gantt Chart or Bar Chart
- Activity Description Sheet

• The time units used in the planning can be: year/years, month/months,
week/weeks, days depending on the duration of the project.
More information on Time Management chapter

43
 Step 2. Preparation, project
assuming

Example:
Activities/ Year Year Year Year Year
The Period of time Month Month Month Month Month
Gantt Week Week Week Week Week
Day Day Day Day Day
chart
1 2 3 4 .......n
WP1.Project mng
1.1.Project team 02.01.11
meeting 16.01.11
2.1 Press conference

3. Course preparation
3.1.Selection of the
group of participants

4.The final conference of

the project

44
 Step 2. Preparation, project
assuming

• Define the interested

groups, the aim and the
specific objectives for your
project using worksheet 2.

• - 20-minute the participants

will work on groups of 5 on a
common idea
- at the end there will be 4
presentations, 5 minutes
each
• Total time 40 minutes

45
Lunch
 Step 2. Preparation, project
assuming
• 6. Project results

• It represents what is desired to be achieved during project

implementation and at the end of it.
• The result:
- contribute to achieving the objectives;
- appear as a consequence of the project activity;
- may be generated by one or more activities;
- is limited to the project framework.

• The results may be quantitative or immediate (output) (quantifiable,

measurable) and qualitative or long-term (impact)-that contribute to
the changes of culture, behavior, perception of the target group).
• At this point in the project, it is necessary to consider the criteria for
evaluation of the results and to define the evaluation indicators (ex.
Qualitative: number of participants, number of shows, number of
spectators etc.)

47
 Step 2. Preparation, project
assuming

• 7. The project team

• The structure of human resources is determined by the project

activities.

• Reccomandation: Choose carefully the project team, valuable members

give you greater chances to convince the evaluator on the capacity you
have for implementing the project.

• In the cultural field the project team and collaborators are very
important due to the uniqueness, complexity and qualities of the
cultural act. Quality is perceived directly by the public and offers the
attractiveness of the project.
• The creativity of the human resource determines predominantly the
results of the project.

• More information in Human Resources Management chapter.

48
 Step 2. Preparation, project
assuming

• 8. Dissemination of results

• Dissemination has the role of making the results of the projects

known to public opinion or by large groups of people.

• The information package must include: the results of the project, the
name of the sponsor, the aim of the project, the objectives and ways
of contacting the team.
Dissemination can take place:
– before the cultural event, in order to increase its participation
and attractiveness,
– during and after its implementation to increase the impact of the
project

49
 Step 2. Preparation, project
assuming

To achieve a Promotion Plan, commonly used means of dissemination

can be visual, auditory or mixed as follows:
- promotional materials: posters, banners, roll-ups, billboards; booklets,
flyers, brochures, catalogs, folders, shirts, pens, badges, umbrellas,
lighters, balloons, nets, etc;
- Press Releases, press conferences;
- radio-TV shows, promotional clips;
- Advertising in the media, on the web page and in the social media etc.

The choice of different means of dissemination is determined by the

ways in which the target group and beneficiaries have access to
information.

50
 Step 2. Preparation, project
assuming
• 9. Sustainability and impact of the project

• The majority of financiers are interested in the project's long-term

sustainability (higher than the life of the project).
As a specific feature of the cultural sphere is that not all types of projects
initiated can have sustainability over time (eg: performance, multimedia art,
etc.).
•
Sustainability can be ensured by continuing the project or project activity in
the form of another project (eg: "Art of the actor" workshop organized in
the framework of a theater festival can become a training course during the
year for the actors of the theater that organizes festival).

• When describing the impact of the project, we think about the quality and
quantity of the effects that will be obtained from the implementation of the
project. In the case of cultural projects, it is extremely difficult to quantify
these effects, especially when it comes to: changes in minality, cultural
consumption habits, cultural needs, skills and knowledge of the field.

51
 Step 2. Preparation, project
assuming
• 10. Monitoring and evaluation mechanisms

• From the time the project is being developed, the evaluator wishes to know
how we monitor and evaluate the project in the implementation phase.
• Monitoring is the process by which we check the framing of the project in the
parameters described in the plan, referring to:
- carrying out the activities
- getting results
- grading into the time schedule
- budgeting
• Monitoring is a continuous activity that takes place throughout the
implementation process. Monitoring tools: analyzes, sessions, activity reports
(done on a given date), project diary (daily data recording).
Evaluation is the process by which we value:
- performance - achievement of the proposed objectives;
- process - the way the results were obtained.
• The evaluation implies the establishment of quantitative and qualitative
indicators, specific performance and quality criteria, from the moment the
project was elaborated. Evaluation tools: sociological questionnaires, opinion
polls, focus group, reports.
52
 Step 2. Preparation, project
assuming

• 11. Project budget and the cash flow

• The budget - Project budget is a matrix that groups different types of costs
broken down by type of activity. Budget preparation = anticipation of costs
related to project implementation
How do I anticipate?
- correctly defining of all activities using the Activity Assessment Sheet
- price information from potential suppliers
- taking into account the prognosis of the evolution of the inflation rate (eg
used for the elaboration of the state budget)
- establishing an unforeseen reserve that we want to have (± 3-5%)
- assessment of potential income
- taking into account past experience
• The term 'cash flow' is mostly used to describe payments that are expected
to happen in the future, are thus uncertain and therefore need to be
forecasted.

53
 Step 2. Preparation, project
assuming

Types of costs:
»Direct (those that can be directly and completely associated with an activity)
- salaries of the staff involved
- the materials used in the project
- travel and accommodation costs
- the internal cost of using equipment - depreciation cost
- subcontracting costs
»Indirect (those that can not be allocated directly and completely to an
activity)
- the salaries of auxiliary staff
- general materials and equipment (eg copier, fax)
- rents
- communications (eg telephone, internet)

Indirect costs are: - fixed (regardless of the volume of activity, eg. rent)
- variable (depending on the volume of activity, eg phone, the
electricity)

54
 Step 2. Preparation, project
assuming

• There is no standard budget format

• It generally has the form of a table and can be organized in several ways:
1. vertically - activity budget - total and horizontal activities - detailed
expenditure
2. vertically - budget by categories of expenditure - total, horizontally -
detailed expenditure
3. vertically - budget by financing sources - total and horizontally
financed - detailed expenditures.
Reccomandation!
- It is important for the budget to be properly drafted, underlying the
correct cash flow
- Any underestimation may cause the project to be suspended or to find
available own funds
- Any overestimation causes the evaluator's mistrust in the project
- compliance with procurement threshold procedures
More information on Project Cost Management chapter

55
Project management
 Project management

• Project management is the process of planning, coordinating and

controlling the project in order to achieve the planned outcomes within
the limits of the budget and in accordance with the established
methodology.

It has two basic components:

- a goal (What?)
- a process (How?)

The dynamic interdependence between What and How is the essence of

project management.

57
 Project management

“Project management was designed to manage or control company

resources on a given activity within time, within cost and withes
performance. The auter lines time, cost and performance signifay the
constraints of the project ”[1].
» Within a good relationship with the consumer

Time Cost
Resources

Performance

• [1] Kerzner, H. – Project management: a systems approach to planning, scheduling and

controlling, 9th ed., John Wiley&Sons, Inc., Hoboken, New Jersey, 2006

58
 Project management

The Project Management Triangle (called also the Triple Constraint, Iron
Triangle and "Project Triangle") is a model of the constraints of project
management.
1.performance / quality
2.time
3.costs / budget
These three objectives are interdependent
1. Performance / Quality - It means achieving the objectives proposed by
the project. The results of the project must be appropriate to the intended
purpose.
2. Time - the duration of the project
- the actual evolution of the project must be equal to or faster than
planned
- large delays are caused by legal or administrative malfunctions, lack
of information, funds or other resources.
3. Costs / budget - the expenses involved in the project, without exceeding
the level planned.

59
 Step 3. Implementation,
monitoring

• Implementation

The process by which project resources are transformed into results.

Implementation begins when you do something in the project, when the

action started.

The factors that influence the implementation process are:

- carrying out the proposed activities;
- identification of problems that have occurred;
- correcting the situation;
- project monitoring and control.
The project coordinator has a major responsibility for the good
implementation of the project. The way he knows how to lead the
project team, delegate tasks and solve emerging problems
determines the quality of the results.

60
 Step 3. Implementation,
monitoring

• “Implementation is a
continuous learning process
where experience gathered is
analysed and fedback into
planning and updated imple-
mentation approaches.”[1]

•
[1] European Commission, EuropeAid – Project Cycle
Management, Handbook, 2002,
http://www.stgm.org.tr/docs/1123450143PCM_Trai
n_Handbook_EN-March2002.pdf

62
 Step 3. Implementation,
monitoring
"Project monitoring is an integral part of day-to-day management,
providing information that management can identify and solve
implementation problems and assess progress." [1]
The purpose of monitoring is:
- to verify the achievement of all project activities and results;
- to control the cost and budget execution follow and to adapt the
planned costs;
- to control the procurement plan;
- to record and report all requested information to all stakeholders
(target group, beneficiaries, donors, partners, media, etc.);
- to check compliance with planned performance parameters and
impacts;
- to verify the activity of the project team;
- to monitor possible changes in the project environment and the
risks that may arise.
[1]Adaptat, Fundaţia Centrul pentru Dezvoltarea Întreprinderilor Mici şi Mijlocii,
Maramureş – Management de proiect – Elemente fundamentale, Baia Mare, 2008

63
 Step 3. Implementation,
monitoring

Means used in the monitoring process have been described in the

drafting phase of the project, now they must be used effectively.
These means may be [1] :

- project diary;
- oral communication on a permanent basis;
- working meetings and periodical reports;
- the direct observation of certain activities or,
- in special cases, the outsourcing of the monitoring process.

• [1]Adaptat, Fundaţia Centrul pentru Dezvoltarea Întreprinderilor Mici şi Mijlocii,

Maramureş – Management de proiect – Elemente fundamentale, Baia Mare, 2008

64
 Step 3. Implementation,
monitoring

Specific management activities are designed to monitor the

achievement of performance, time and cost of the project objectives
- Human resources management: monitoring project team work,
relationship with partners;
- Cost management: allocation and spending of resources for planned
activities;
- Procurement Management: Acquisition of Goods and Services;
- Time management: adjusting the project if discrepancies are found in
reaching the stated objectives;
- Risk management: Identify risks and take related action;
- Communication management: Dissemination of results.

65
Describe the activities, duration
and resources needed using
worksheet 3.

• - 20-minute the participants

will work on groups of 5 on a
common project
- at the end there will be 4
presentations, 5 minutes each
• Total time 40 minutes

66
Break
Human resources management
 Human resources management

• Project team

• The structure of human resources is materialized in a Human Resources

Plan (the position, skills and competencies required)
The quality of team members determines the capacity you have for
successfully implementing a project.
• The organizational chart (since the drafting phase) includes:
- project functions such as: project manager, project coordinator,
project assistant, financial officer, sociologist, social worker, teacher,
actor, museographer, etc.
- responsibilities within the project
• The job description - or a record of responsibilities, each team member
needs to know exactly the responsibilities in the project.

69
 Human resources management

• Tuckman's Stages of Team Formation1

Per-
Forming
forming

Storming
Norming

1. Lessel,W. Managementul proiectelor: cum să planificăm eficient proiecte

si să le transpune cu succes în practică, Editura All, Bucureşti, 2007

70
 Human resources management
• Each project team goes through so-called dynamic group processes (Team
clock). The stages are :
– 1. forming – orientativă, most team members are positive and polite,
some are anxious - as they haven't fully understood what work the
team will do, others are excited about the project;
– 2. storming, – combativă, there is a conflict between team members'
natural working styles, they may resist taking tasks, open
confrontations between them;
– 3. norming –de organizare, team members know one another better,
they may socialize together, and they are able to ask one another for
help and provide constructive feedback. People develop a stronger
commitment to the team goal. Everyone becomes clear that they
depend on each other, they develop and use a common language;
– 4. performing – de lucru, effective work, the joy of working together.
Everyone knows what to expect and how to react and is proud of the
tasks they have done.
All these stages are inevitable and lead to a solid team.
71
 Human resources management

• The role of the project manager in case of conflict

 Human resources management

• In the case of conflict the project manager is:

- moderator
- accompanying the process (helps communication between the parties)
- mediator (negotiate with each other)
- judge (referee).

The project manager has integrated responsibilities (1) for which he / she
needs:
- strong interpersonal and communication skills,
- solid knowledge of the technology used - the field of activity and all the
operations + activities that take place in the organization and in the
project.

• 1. Kerzner, H. – Project management: a systems approach to planning, scheduling and

controlling, 9th ed., John Wiley&Sons, Inc., Hoboken, New Jersey, 2006

73
Cost management
 Cost management

It has the role of managing the project budget and cash flow
Cost management includes all the necessary processes that ensure the
implementation of the project within an approved budget.

Cost management includes the processes involved in:

- estimation - approximation of the resources required for the
completion of the project
- budgeting - centralization of estimated costs
- cost control - the process of monitoring the financial progress of the
project and updating / rectifying the budget

Recommendation:
- increased attention to ensuring optimal cash flow throughout the
project implementation !!!!

75
 Procurement Management

• The processes that take place for the purchase of the products,
works and services required to implement the project, including
contract management and quality control of the acquisitions.

• The processes are:

- Procurement planning - since the project development phase
- Acquisition - according to the legislation in force
- Manage purchases
- Completing purchases

• Increased attention to the grantor's procurement procedures!

Project time management
 Project time management

- Project time management: adjusting the project if discrepancies are found

in reaching the stated objectives;
The plan is list or graphic representation resulting from the estimation,
logical ordering, and temporary analysis of all activities.

During the implementation process, the project manager must be able

to respond at any time to 2 important questions:
Where should we be now with the implementation of the project?
Where we are in reality

the measures to be taken

Tools used in time planning: Gantt Chart, Mobile Panel Diagrams, Balance
Line Diagram, Critical Path Analysis.
You can choose a tool according to the complexity of the project

78
 Project time management

Activities/ Year Year Year Year Year

Example: Period of time Month Month Month Month Month
The Week Week Week Week Week
Gantt Day Day Day Day Day
1 2 3 4 .......n
Chart WP1.Project mng
1.1.Project team 02.01.11
meeting 16.01.11
2.1 Press conference

3. Course preparation
3.1.Selection of the
group of participants

4.The final conference of

the project

79
Communication
management
 Communication
management

• It includes the generation, dissemination, storage, use and ordering

project information.

• Communication includes processes:

- Identification of stakeholders
- Planning communication by developing a Communication Plan
- Dissemination of information
- Collecting and reporting achievements

• When the financier has precise rules and a Visibility Handbook, you
must follow the required procedures!!!
 Risk Management

• A risk is an uncertain event or condition that, if it occurs, has a positive or

negative effect on a project's objectives.
• Risk Mng has the objective of increasing the probabilities and impact of
positive events and reducing the probability and impact of negative
events by the identified measures.
The required processes are:
Risk planning
Identifying risks
Performing qualitative risk analysis
Performing quantitative risk analysis
Planning the risk response - the proposed measures
Risk monitoring and control - identifying a risk and measures that are
required

A Risk Matrix and a Risk Management Plan may look like the table below.
Risk Management

Impact H

L M H

Probability

https://www2a.cdc.gov/cdcup/.../CDC_UP_
Risk_Management_Plan_Template.doc
 Risk Management

Example: Risk Probability Impact Measures Resp./

Support
Identification
of risk, Documents

analysis Delays in low high 1. Weekly monitoring of Project

and reimbursement of cash flow of the project. Manager/
the amounts spent 2. Partners have a back- Grant
assessme up fund that can be used contract
nt in the if necessary in case of
Risk Mng delay.
Plan
low low Constant monitoring of Project
Legislative changes legislation Manager/
The Official
Gazette of
Romania and
Serbia

The delay in medium medium Monitorizare

carrying out of the săptămânală
activities
 Evaluation and Audit
Closing the project

• Evaluation
Following the evaluation process we can learn from the past to improve our
future actions.
Evaluation is the process by which we appreciate:
- performance - achievement of the proposed objectives;
- process - how the objectives were achieved.
Evaluation is based on data collection during the monitoring process,
monitoring serves the evaluation process.
• There are three types of evaluation, depending on when they are done:
1. Preliminary evaluation - takes place before launching the project. The most
important assessment criterion followed in this case is the relevance of the
project.
2. Permanent evaluation. The results of the evaluation at this stage can bring
information about necessary changes in the implementation process. In this
case, the assessment is similar to monitoring.
3. Retrospective evaluation - after the end of the project but sometimes it
takes place in the last weeks of the project. The most important assessment
criterion followed in this case is the sustenability of the project.

85
 Evaluation and Audit
Closing the project

• Depending on the person making the assessment, we have:

1. external evaluation - the person who realizes it is external to the
evaluated entity, being involved because it brings objectivity to the
process.
2. internal evaluation - the person who realizes it is the employee of the
entity but it is not involved in the project.
3. self-evaluation - the person making the assessment is part of the
project team.

86
 Evaluation and Audit
Closing the project

• The evaluation is carried out on the basis of some indicators established at

the stage of project development as well as based on established evaluation
criteria.
The characteristics of the indicators are: to provide a representative image of
the results; be simple, easy to interpret, able to demonstrate the tendencies
to be known; to have a baseline / benchmark values in order to evaluate the
changes; to provide a basis comparisons for local, national and international
levels; indicators must be able to take into account the characteristics of
different locations, people, cultures and institutions. Warning: Indicators are
different than objectives!

87
 Evaluation and Audit
Closing the project

• In international theory and practice there are three major categories

of indicators:
- output indicators measure the physical results of the project, answer
the question "how much“. Eg: no. of young artists who were enrolled
in the course;
- result indicators measure the real benefit of immediate outcomes on
the group. Eg: no. of young artists who have completed the training
module;
- impact indicators measure positive effects over time, more difficult
to measure and evaluate, especially for the cultural field where
feelings and perceptions are extremely subjective. Eg: In our case –
no. communities who continued in the coming years, cultural activities
initiated by young artists during cultural interventions.

88
 Evaluation and Audit
Closing the project

• Reporting
It takes place according to the contractual requirements. More and more
often reporting is done online.
• Reports can be:
- interim reports
- final report
• These reports include:
- a technical report, sometimes called a narrative report, which includes a
description of the activities carried out and the results obtained. This report
has attached all the documents requested by the financier to demonstrate
the accuracy of the information in the Report.
- a financial report usually includes a table of all expenses incurred and paid
documents.
Another category:
- evaluation reports
- special reports at the request of the Contracting Authority.
• The format of the requested reports is given by the financier.
 Evaluation and Audit
Closing the project

• Audit.

• A project audit is an opportunity to discover the problems, concerns

and challenges encountered in a project.

• Auditing is a procedure designed to give an accurate picture of project

expenditure as a result of financial operations carried out in
accordance with legal and contractual obligations.

• The audit process is based on an independent evaluation and review of

records and accounting activities.

• The Audit Report recommends necessary changes to be made in the

way the controls are performed, the compliance with financial
accounting procedures.
90
 Closing the project
Thanks to all those involved and
celebrate with the team finishing in
good conditions of the project !
• Thank you for your attention!