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SWPS 312 Module 2 Prelim

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63 views6 pages

SWPS 312 Module 2 Prelim

Uploaded by

Aldrin S.
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We take content rights seriously. If you suspect this is your content, claim it here.
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Project Development and Management

I. Project/Program Development and Management, at its core, is concerned with creating an


environment where people can work together to achieve a mutual objective, in order to deliver
successful projects on time and on budget.

Historical Backdrop

 Marshall Plan (ERP – European Recovery Program) – American initiative in 1940’s to


rebuild war-ravaged Europe (WWII)
 Donors give aid primarily because it is in their political, strategic and economic self-
interest. However, some development assistance may be motivated by moral and
humanitarian considerations.
 Bilateral and multilateral organizations and NGO’s provide assistance to developing
countries.

A project - package of investments, policy measures, and institutional and other actions
designed to achieve a specific objective (or set of objectives) within a designated period.

 Projects are the principal vehicle for transforming programs/plans into action.
 Projects are crucial to accelerate economic and social development.

Significance of Project:

 Hirschman (1967): Projects are “privileged particles of development”.


 Gittinger (1982): Projects are “the cutting edge of development”.
 Many textbooks on the subject of Project Analysis: Boardman et.al. (1996),
Gittinger (1982), Irwin (1978), Milward (1971), Turvey (1971), Peters (1968),
etc.

II. Many countries, despite five decades of development, lack the capacity to prepare,
analyze and implement projects.

Project Concept

A project is an activity for which money will be spent in expectations of returns and
which logically lends itself to planning, financing and implementation as a unit.

A project is an investment activity in which financial resources are expended to create


capital assets that produce benefits over an extended period of time.

Projects are crucial for economic and social development. It is the operational element of
a national plan or program of development.
Distinguishing Features of Projects

 A project is an undertaking an observer can draw a boundary around – a specific


geographic area or area of concentration.

 Projects have a time sequence of investment, production and/or economic and social
benefits.

 Projects will have a special clientele whom the project is intended to reach and whose
economic and social life will be impacted upon.

 Projects have a starting (inception) and finishing (completion) time.

 Projects have a partial or wholly independent administrative structure/set of


accounts/monitoring and reporting system.

 Comprised of several distinct stages


 The idea of a cycle underscores the point that the stages are closely linked and follow a
logical progression, with the later stages providing the basis for the renewal of the cycle.
 The principal stages of the cycle are: identification, design, preparation, appraisal,
implementation, and evaluation.
 SITUATIONAL ANALYSIS
 Is the most critical phase of the project cycle.
 A wrong assessment of the project situation will lead to inappropriate project
intervention.

 PROJECT PLANNING
 Involves two stages – project design and feasibility study.
 Project design involves the formulation of project objectives based on the
Situational Analysis.
 PROJECT APPRAISAL
 Involves the evaluation of the project of the funding agency.
 It tries to determine if the project plan meets its development requirements.
 PROJECT IMPLEMENTATION
 Is the stage where the contents of the project plan is undertaken.
 PROJECT OPERATION
 Marks the full transfer of the operation of the project to the beneficiaries.
 MONITORING
 Involves measuring the progress, accomplishments, deviations of the project
which serves as a reference for adjusting and controlling the project.
 EVALUATION
 Involves the measurement of the effects or impact of the project.

Types of Development Projects

 Projects in Different sectors:


 Multi-sectoral
 sub-regional / regional in nature
 LGU, Municipal or barangay
 Agriculture, water source/water supply, irrigation, watershade management, forestry,
fisheries
 Physical infrastructure: road, power, bridges
 Social infrastructure: Education, Health, Social protection, water sanitation
 Industrial projects
 Integrated agricultural/rural development projects
 Integrated social sector projects
 Public and Private sector projects
 Investment projects and technical assistance
 Livelihood/micro-finance projects
 Vocational/technical skills training
 Production center
 Mini-agri business
Stages of Project Development
 Pre-investment Phase
 Project identification
 Project preparation
 Project approval and financing

 Investment Phase
 Detailed engineering/design
 Project implementation

 Post-investment Phase
 Project operation
 Ex-post evaluation

Nature of Project Development


 Circular in concept
 Iterative as a process – phases continually interface back and forth
 Sequential flow of stages is indicative, not rigid
 It is a continuous and dynamic process with a great deal of overlap, interaction and
feedback among the phases.
 Many activities are interrelated and cannot be confined to one particular phase.

III. What is a Project?


A temporary endeavor undertaken to create a unique product, service, or result.
.... But with a lasting
Outcome
Projects – “One of a kind” temporary endeavor to produce a unique product or service and
accomplish specific objectives with a limited, pre-determined timeframe & budget. [NOTE:
Projects are common to all sectors and service delivery enterprises – NOT only engineering /
infrastructure civil works.]

Project Management – systematic processes to manage a project at different phases in life


cycle; an application of knowledge, skills, tools, and techniques to project activities to meet
project requirements.

Project Managers – Individuals specifically designated to coordinate the implementation team


and manage & monitor the project process at various phases.

Project Success depends on:


 Meeting or exceeding the needs & expectations of stakeholders (i.e. customers / clients /
target beneficiaries)
 Being on time and within budget
Portfolio Management (PMI)

What is a “PORTFOLIO”?
- A portfolio is a collection of projects and/or programs and other work that are grouped
together to facilitate the effective management of that work to meet strategic business objectives.
The components of a portfolio are quantifiable (i.e., they can be measured, ranked and
prioritized).

Portfolio, Programs, Projects


The practice of Project Management (PM) is evolving, leading to two relatively infant
PM-related practices – PPgM (Project Program Management) and PPM (Project Portfolio
Management).
The drivers of adding a layer management for a group of related/unrelated projects.
Management of “shared resources”
Strategic alignment of projects with the organization’s business objectives (from
initiation/planning to feedback).

Project Program Project Portfolio


Management Management

Project
Management
Program Management (PMI)

What is a “PROGRAM”?

A program is a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually. Programs may include elements of
related work (e.g., ongoing operations) outside the scope of the discrete projects in a program.

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