EASTERN AND SOUTHERN MANAGEMENT INSTITUTE

FUNDAMENTALS OF PROJECT MANAGEMENT

DAR ES SALAAM TANZANIA

Welcome
 Setting Course Objectives
• How would you rate your knowledge
a) Project cycle management
(1 very low and 5 is very high)
• What would be your expectations for the programme in
this week.
 Overall objective

For participants to be able to:

Apply PCM principles to Use available PCM tools

the design,control and and approaches to
monitoring of projects. strengthen results-
oriented Projects
Project Management Cycle
 Other models-PDCA
• PDCA was created by W. Edwards Deming in the 1950’s
as an easy to follow Problem Solving Cycle.
• His purpose was to use PDCA with a Continuous
Improvement process.
 Problem Solving Process
• PLAN • CHECK
– Step 1 : Identify the Problem – Step 5: Evaluate the Results
– Step 2: Analyze the problem
• DO Do you achieve your desired
– Step 3: Develop Solutions goal?
– Step 4: Implement a Solution
• ACT
– Step 6: Standardize the
solution
 A project
• What is a project

– Defined start and end, specific scope, cost and duration

– A temporary endeavor undertaken to create a unique product,

service or result

– A series of activities aimed at bringing about clearly specified

objectives within a defined time period and with a defined budget
(EU Aid delivery methods)
 PROJECT CYCLE
•Programming
Identification
Formulation
Evaluation

Monitoring
Deming continually emphasized iterating
towards an improved system
 PHASES OF PROJECT CYCLE
Indicative
programming

Identification
Evaluation (pre-feasibility)

Implementation Formulation

Financing
• Project planning should be seen as an ongoing process,
which involves learning by
• reflecting and acting.
• It is important to take time to stand back, think, rethink
and learn from others.
 PCM Principles
•PRINCIPLES •TO ENSURE...

•Respect for different phases in project •informed decision-making at different stages

cycle... of project management

•Stakeholder orientation... •involvement and commitment of stakeholders

•a comprehensive and consistent analysis and
•Consistent project design using logical planning
framework...
•that from design onwards mechanisms are
•Attention for sustainability... considered that will continue the flow of
benefits
•Integrated approach using standarised
documentation... •linkage with wider efforts, simplified and
transparant documents
 Benefits of project management

• Project management was developed to save time by properly

planning a project and considering all relevant factors which
may affect its outcome

• The benefits have been proven - it saves time and money -

and generates a more successful outcome …. if guidelines are
followed
 Benefits of project management
• Greater Resource Control
• Increased Project Risk Management
• Clear and Structures Responsibility Allocation
• A focus on End-User “Whos, Whens, and Whys”
• Consistent, Organized Planning and Execution
• Regular Review Justification Cycles
 What Went Right?
"The real improvement that I saw was in our ability toknow when to
stop beating a dead horse.…In IT we ride dead horses (failing projects) a
long time before we give up. But what we are seeing now is that we are
able to get off them; able to reduce cost overrun and time overrun.
That's where the major impact came on the success rate.”

Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim

Johnson On Project Management and IT Project Success," PM
Network, PMI, September 1998, p. 7

16
What project management helps you to achieve

• Plan tasks in project

• Avoid dependencies problems
• Reduce risks
• Track progress accurately
• Organize project process and timeline
• Improve stakeholder - staff communication
• Improve management of stakeholders’ expectations
• Complete within budget and on time
The triple constraint
 The triple constraint
• Scope;- is the functional elements of the project that define
the end deliverable’s capability. If the scope of the project is
increased at the later stage, either cost or time needs to be
increased accordingly.
• Costs;- If the sponsors cut down the budget, you will have to
either extend the timeline for project delivery or reduce the
project scope.
• Time-Every project has a deadline which is predetermined at
the beginning of the project. When a project time gets
reduced, either project cost needs to be increased or the scope
of the project should be cut down.
 The Project management triangle or project
triple constraints
• Every project manager’s aim is to deliver the
project,
–Within allocated or budgeted cost
–Within stipulated time-frame
–As per the agreed scope
 Types of projects
• Simple: A project is classified as simple when the
relationships between the cause and effect of the problem is
clear and tasks are basic. detailed planning, organisation and
guidelines are required to guide implementation.
• Complicated: The project network is broad and complicated.
There are many task interdependencies. With these projects,
simplification where possible is everything.
• Complex: Simple and complicated projects have predictable
processes and outcomes. Complex projects are characterized
by uncertainty, ambiguity, dynamic interfaces and significant
political or external influence.
What type is it
 Types of Projects
• Supply led projects: This kind of project is developed
because resources are available; donor agencies invite
organizations to put forward projects for specific
activities or a target group within a defined time and
financial limit
• Demand led projects: Results of people recognizing a new
or existing need or gap. Usually takes longer to develop.
Struggles to get access to funding
 What do you Manage

scope
time risk
workplan issues
integration cost
procurement
quality
stakeholders
deliverables
communication
 Changing roles of managers
Then Now
Controlling/Directing Empowering – potential

Imposing norms Releasing creativity

Creating certainty Managing uncertainty

Telling Listening

Vertical/line authority Matrix/Project Management

Problem solving Opportunity creating

Manage within your area Collaboration/partners

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 Responsibilities and Competencies of the
Project Manager
• Leadership,
• Team building,
• Motivation,
• Communication,
• Influencing,
• Decision making,
• Political and cultural awareness,
• Negotiation,
• Trust building,
• Conflict management, and
• Coaching.
 Plans, Programmes, Projects
• Plan: a statement of anticipatory decisions, their
interrelations and the criteria employed in making them
(Sagasti)
• Programme: usually a long-term series of interventions,
sometimes with no defined end point
• Project: a discrete activity aimed at specific objective with
a defined budget and limited timeframe
 Projects vs Programmes
• Projects are temporary, one-off undertakings. They are
generally bound by cost, resource, budget, and
time constraints. Projects have clear end dates and short-term
goals that give way to tangible outcomes or deliverables.
• Programs are composed of several underlying, interconnected
projects. These projects complement and build off one
another to achieve a larger, long-term business objective. A
successful program drives strategic benefits and
organizational growth, rather than a single,
tangible deliverable.
Policies, programmes and projects

National & sector global development policy & country

wise policies strategies

Government programmes
Priorities and
programmes of non-state
actors

Project Project Project

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 Project Cycle Management (PCM)
• PCM
– Is a methodology for the preparation, implementation and evaluation of
projects based on the principles of the logical framework approach

– It describes management activities and decision-making procedures used

during the life cycle of a project (key tasks, roles and responsibilities, key
documents and decision options)
Project Identification
The initiation/identification processes determine the
nature and scope of the project. If this stage is not
performed well, it is unlikely that the project will be
successful in meeting the business’ needs. The key
project controls needed here are an understanding
of the business environment and making sure that
all necessary controls are incorporated into the
project. Any deficiencies should be reported and a
recommendation should be made to fix them.
Definition
 Initiation/Identification Breakdown Processes

Collect processes,
Determine company
procedures and Divide large projects
Select Project Manager. culture and existing
systems. historical into phases.
information.

Document
Identify stake- Document business Determine project
assumptions and
holders. need/goal. objectives.
constraints.

Develop project
charter.
Formulation/Planning
Process
Project planning
The main purpose is to plan time, cost and
resources adequately to estimate the work needed
and to effectively manage risk during project
execution. As with the Initiation process group,
failure to adequately plan greatly reduces the
project's chances of successfully accomplishing its
goals.

Definition
 Planning Breakdown processes
Determine how
you will do
Create project Create WBS and Create network
planning – part of Determine team. Create activity list.
scope statement. WBS dictionary. diagram.
management
plans.

Determine quality
Estimate resource Estimate time and Determine critical standards,
Develop Schedule. Develop budget
requirements. cost. path. processes and
metrics.
.

Risk identification,
Determine roles Determine qualitative and (items before this Prepare
Determine what to
and communications quantitative risk box will need procurement
purchase.
responsibilities. requirements. analysis and Iterations ). documents.
response planning.

Finalize the “how Develop final PM

to execute and plan and
Create process Gain formal Hold kick-off
control” aspects of performance
improvement plan. approval. meeting.
all management measurement
plans. baselines.
 Managing the scope of the project

• Project scope management constitutes 'the processes to ensure

that the project includes all of the work required, and only the
work required, to complete the project successfully.‘
• Project scope has several purposes:
– It defines what work is needed to complete the project objectives
– It determines what is included in the project
– It serves as a guide to determine what work is not needed to complete
the project objectives
– It serves as a point of reference for what is not included in the project
Execution/Implementation
Process
Executing consists of the processes used to complete the
work defined in the project management plan to
accomplish the project's requirements. Execution
process involves coordinating people and resources, as
well as integrating and performing the activities of the
project in accordance with the project management
plan. The deliverables are produced as outputs from the
processes performed as defined in the project
management plan.
Definition
 Execution Breakdown processes

Complete product Recommend changes

Acquire final team. Execute the PM plan.
scope. and corrective actions.

Implement approved
Send and receive changes, defect repair, Continuous
Follow processes.
information. preventive and improvement.
corrective actions.

Give recognition and Hold progress Use work authorization

Team building.
rewards. meetings. system.
Control & Monitoring
Process
Monitoring and controlling consists of those processes
performed to observe project execution so that potential
problems can be identified in a timely manner and
corrective action can be taken, when necessary, to control
the execution of the project. The key benefit is that project
performance is observed and measured regularly to identify
variances from the project management plan.

Definition
 Monitoring and controlling Breakdown
processes
Determine Recommend
Measure against Measure
variances and if changes, defect
the performance according to the
they warrant Scope verification. repair, preventive
measurement management
corrective action and corrective
baselines. plans.
or a change. actions.

Measure team
Integrated change Facilitate conflict
Risk audits. Use issue logs. member
control. resolution.
performance.

Report on Administer
Create forecasts.
performance. contracts.
Closing
Process
 Not many project managers are lucky enough to lead the
project until its official ending. However, I think a
responsible project manager for an organization should
collect historical information , and put it into a way that can
easily be utilized by the next project manager.

Definition
Closing includes the formal acceptance of the project and the ending thereof. Administrative
activities include the archiving of the files and documenting lessons learned.
 Closing Breakdown processes

Confirm work is Gain formal

Develop closure Complete
done to acceptance of
procedures. contract closure.
requirement. the deliverables.

Final Update, lessons Hand off

Index and
performance learned and completed
archive records.
reporting. knowledge base. product.

Release
resources.
 PCM involves

Context
Learning
and
and
situation
adjustment
analysis
Quality of analysis

Contributes to
Strategic priorities
Monitoring, Strategic
Evaluation and prioritization
Reporting and planning

Plausibility of delivering results

Implementa
tion
Ability to demonstrate results
 References
• British Standard 60971, 2000:2
• European Commission (2004). Project Cycle Management Guidelines.
Downloaded 1st March
from:http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_
en.pdf