Unit One

Introduction to project planning and implementation

1.1 Meaning and Goals of Project Design and Management
A project is a temporary endeavour/venture involving a connected sequence of activities and
a range of resources, which is designed to achieve a specific and unique outcome and which
operates within time, cost and quality constraints and which is often used to introduce
change. This definition technically elaborates the project following ways.
 It is all about bringing certain change: because projects invariably result in
something new, they always bring about change of some kind. The change may be
relatively unimportant, and be easily assimilated by the people it affects. Or it may
have very significant consequences.
 It needs knowledge and skills to progress and control changes: a project manager
therefore needs to be aware of management techniques which can be used to
overcome resistance to change.
 Every project is unique: the uniqueness of projects calls for a distinctive approach to
management. Instead of trying to maintain an established and stable process, you must
constantly think of new solutions to new problems.
 Projects have time, cost and quality constraints: the triangle of time, cost and quality
lies at the heart of project management. It is the project manager’s task to achieve the
required outcomes within a pre-determined schedule and budget, whilst maintaining
quality standards. When a project is being planned, and also while it is underway, it is
necessary to balance these three interrelated elements.
Primary Features of a Project
Projects range in size, scope, cost and time from mega international projects to small
domestic projects.
Generally, all projects are characterized by a certain features which may be common to all.
Thus, the following are typical features of a project:
 A start and finish: the start may have been crystallized over a period of time and the
end may by a slow phase out. This shows that every project has a beginning and
certain definite end. It is not like other ordinary course of business activities which are
having an indefinite term of existence – going – concern.
 A life cycle: this means that there will be a beginning and an end, with a number of
distinct phases in between.
 A budget: it is going to be unthinkable to undertake any project without sufficient
cash flows. During the planning stage adequate budget allocation is mandatory for the
smooth flow of all project related activities.
 Non – repetitive: the project activities are rare and new. In a project, once a certain
activity is completed it would not be repeated. Generally, projects may found to be
similar but no two projects are exactly alike. Two similar projects take different
course due to difference in situation, time, workers, geographic site etc.

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  Use of resources: in a project undertaking resources are quite necessary for successful
accomplishment of its activities. The resources i.e. material, human, financial may be
coordinated from various sources.
 A Single Point of Responsibility: all Projects have a well defined responsibility. In
general the head or manager of the project ultimately takes the responsibility of the
project, therefore in the project, responsibility should be specifically identifiable.
 Team Roles: a project is a team work activity of different professionals. In a project,
team roles and relationships that are subject to change need to be developed, defined
and established (team building).
 Stakeholders: projects allow individuals and organizations to take part and share the
processes and products by their own interest.
 A project design is a process of outlining all of a project's stages and creating a
project plan. It includes strategizing, developing ideas, gathering resources and
creating processes to achieve goals and keep within a budget and deadline.
Project design is an early phase of the project where a project's key features, structure,
criteria for success, and major deliverables are all planned out.
The aim is to develop one or more designs that can be used to achieve the desired project
goals. Stakeholders can then choose the best design to use for the execution of the project.
Project managers may include flowcharts, sketches, photos and prototypes to describe the
project adequately. Before implementation, the project manager proposes the plan to
investors and stakeholders for final approval. They often create multiple strategies for each
project, so stakeholders can select the one they prefer.
Notice that why project design is necessary: When designing a project, achieving the desired
goals project team or organisation is important. The project's design usually establishes all
the strategy's steps and phases. It is a detailed document that serves as a guide throughout
project. All stakeholders can better understand the objectives, procedures, schedule and
budget with a coherent project plan, improving your project's chances of successful
completion.
Entities of project design
1. The vision of the project: The vision highlights the purpose of the project and its desired
results. It briefly describes the plan designed to achieve the results. This section helps retain
stakeholders' attention and interest in the project. It condenses shared vision to a concise
paragraph that the stakeholders can quickly accesses.
2. Reason for the project: This explains why the project is necessary, for example, resolving
a problem or developing a new product for customers. It describes how the issue affects the
business or it describes about how the anticipation the product or solution can help
consumers. To give stakeholders a more precise understanding of the requirement, use
metrics to emphasise reasoning about it.
3. Project resources: Resources comprise the people or materials required to help and solve
the project's challenges or fulfil its objective. This may include skilled personnel, software or

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tools to facilitate the project's execution. During the selection of the resources, the following
five points to be in consideration:
Who: it explains about the ideal individuals who are intended to accomplish the task.
What: it determines what supplies, machinery and tools the project requires for successful
completion.
When: it specifies about begging and the ending of the project with feasible schedule.
Where: it describes where project will be located.
Why: it considers the reasons for undertaking the project to justify the use of resources.
4. Project goals: a good project design states a goal that details about how intend to
accomplish each project milestone. It uses the SMART method to set specific, measurable,
achievable, realistic and time-bound goals.
5. Project strategy: The strategy usually begins by describing the project team's duties and
responsibilities. It emphasises the vision, resources, objectives and resolution. Here are some
ideas to be considered in project designs to select a plan of action for project:
 It should encompass examined previous experiences with similar initiatives.
 It should enable to determine the objectives for intended project.
 There should be developed plan with a specific approach for achieving objectives.
 It should hold specified phases, activities, actions and tasks of project's design
according to the strategy.
6. Contingency plan: it should encounter additional challenges or unanticipated setbacks
during the project's execution, so having a backup plan is usually beneficial. This can help to
respond potential risks by defining a backup plan that outlines corrective actions. Typical
challenges might include inadequate staffing, a lack of skill in the team or high attrition.
Other potential concerns could include a shortage of resources, tools or office space.
Although you cannot plan for every obstacle, attempt to identify those most likely to occur
and create backup plans for them.
7. Project budget: a project design should include budget details the financial resource
required for the project. It may also include the stages which require specific amounts. The
budget helps project stakeholders determine if finishing the project is financially feasible.
8. Project proposal: The proposal presents the project details to investors and stakeholders
after completion. It can describe the advantages related to each design stage in the proposal.
A well-thought-out project plan demonstrates dedication to the organisation's growth to
stakeholders.
What is project management?
Project management is the practice of applying knowledge, skills, tools, and techniques to
complete a project according to specific requirements. It comes down to identifying the

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problem, creating a plan to solve the problem, and then executing on that plan until the
problem has been solved. That may sound simple, but there is a lot that goes into it at every
stage of the process.
What are the stages of project management?
The five project management process groups are:
Initiating: The goal for this phase is to define the project.
Planning: This phase includes developing a roadmap for everyone to follow.
Executing & Monitoring: In this stage, the project team is built and deliverables are created.
Project managers will monitor and measure project performance to ensure it stays on track.
Closing: The project is completed, a post mortem is held, and the project is transferred to
another team who will maintain it.
Why is project management important?
 have a more predictable project planning and execution process
 adhere to project budgets, schedules, and scope guidelines
 resolve project roadblocks and escalate issues quicker and easier
 identify and terminate projects that do not have relevant business value
 become more efficient
 improve collaboration across and within teams
 identify and plan for risks
What do project managers do?
In short, project managers are responsible for the planning, executing, monitoring,
controlling, and completion of projects. However, that is just the tip of the project
management iceberg. Here are a few of the main project manager responsibilities:
Build the plan: Project managers are in charge of plotting out the most realistic course for the
project. The plan must include the project scope, timeline, and budget. This can also include
identifying the right tools for the job.
Assemble the team: Identifying the proper team is critical to project success. Every project
team will vary depending on the scope of the initiative and the functions needed to complete
the project. Finding specialists and subject matter experts for each of the necessary tasks is
ideal.
Assign tasks: Project managers must provide their team with a clear definition of specific
tasks and timeline for every part of the project. Although each team member will be
responsible for their own assignments, many tasks will require collaboration from both
internal and external team members.
Leading the team: Now that the team has been assembled and their tasks have been assigned,
the project manager must keep the machine well-oiled. This will include checking in on

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individuals for status updates, identifying and clearing roadblocks, negotiating disagreements,
keeping team morale high, and providing training and mentoring.
Managing budget: Most projects will require some expenses, which means understanding
how to put together a project budget and managing cost is critical for success. This will
involve comparing real-life expenditures to estimates, and adjusting the project plan if
necessary.
Managing timelines: As with the budget, project managers are tasked with keeping
everything on schedule so the team is meeting their projected deadlines for completion. This
will require setting realistic deadlines throughout the lifecycle of the project, communicating
consistently with their team for status updates, and maintaining a detailed schedule.
Engaging stakeholders: Stakeholders play a large role in your project. They are typically
influential people who are affected by the project. Project managers need to maintain a good
relationship and an open line of communication with stakeholders who can not only help
clear roadblocks and empower your team, but also create unnecessary bottlenecks and derail
a project if they become unhappy with the direction.
Handover the project: Just because the project’s objectives have been delivered doesn’t
mean a project manager’s job is over. The project manager must now deliver the project to
the team who will be managing, maintaining, and operating it moving forward. At this point,
the project manager will no longer be the “go to” person, and will be assigned to a new
project.
Document the process: Identifying and documenting “lessons learned” is not only a good
practice for personal project manager growth, but also for relaying that experience to other
teams around the organization for future use. This will help others avoid making the same
mistakes, or taking advantage of shortcuts discovered.
1.2. Historical development of project design and management
The roots of project management can be traced as far back as the building of the Pyramids in
Giza and the Great Wall of China. However, the modern development of project management
began in the 19th century when railway companies purchased tons of raw material and
employed thousands of people to work on the transcontinental railroad.
By the early 20th century, Frederick Taylor applied concepts of project management to the
work day, developing strategies for working smarter and improving inefficiencies, rather than
demanding labourers work harder and longer. Henry Gantt, an associate of Taylor’s, took
those concepts and used bars and charts to graph when certain tasks, or a series of tasks were
completed, creating a new way to visualize project management.
During World War II, military and industrial leaders were employing even more detailed
management strategies, eventually leading to more standardized processes like the critical
path method.
These practices grew in popularity across industries, and in 1965 and 1969, the International
Project Management Association and Project Management Institute were founded,

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respectively. In 2001, Agile project management methodologies were codified by the creation
of the Agile Manifesto.
The field of project management continues to shift as an increasingly competitive landscape,
the need to deliver change fast, and new technologies (automation, AI, etc...) enter the
marketplace……………
Until 1900, civil engineering projects were generally managed by creative architects,
engineers, and master builders themselves, for example, Vitruvius (first century BC),
Christopher Wren (1632–1723), Thomas Telford (1757–1834) and Isambard Kingdom
Brunel (1806–1859) In the 1950s organizations started to systematically apply project-
management tools and techniques to complex engineering projects.

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Unit Two: strategic planning
2.1. Developing a strategic plan

planning that may occur.

Chapter Three: project planning
3.1. Project identification
Generally; Project Identification is a process of generating a few ideas about the possible
projects. The project ideas can be discovered from various internal and external sources. It is
apprehensive with the collection, compilation and analysis of economic data for the eventual
purpose of locating probable opportunities for investment. Actually, Project identification
means identifying some possible projects having a good market.
Stages in Project Identification
For identifying the feasible projects, the prospective entrepreneur has to go through the
following stages.
Conceiving project ideas – This is the first vital stage in project identification. Profit making
is the chief drive behind every business or enterprise.
Choosing the right line of business – To ensure the success of the business, the potential
entrepreneur has to spend substantial time and energy on choosing the right line of activities.
Opportunity seeking – A number of business opportunity may be obtainable; however,
seeking the right business opportunity depends upon the entrepreneur’s capabilities, his
strengths and weaknesses and also on his preferences.
Decision-making process – This final step in project identification involves making
important decisions regarding the project to be undertaken. Project identification cannot be
complete without identifying the characteristics of the project.
Steps in identification of Projects
Step 1: Identify & Meet with Stakeholders
A stakeholder is anyone who is affected by the results of project plan may include customers
and end users. Identify all stakeholders and keep their interests while creating project plan.
Meet with the project sponsors and key stakeholders to discuss their needs and expectations,
and establish baselines for project scope, budget, and timeline. Then create a Scope Statement
document to finalize and record project scope details, get everyone on the same page, and
reduce the chances of miscommunication.
Step 2: Set & Prioritize Goals
With a list of stakeholder needs, prioritize them and set specific project goals. These should
outline project objectives, or the metrics and benefits to achieve. Write the goals and the

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stakeholder needs to address in the project plan so it's clearly communicated and easily
shareable.
Step 3: Define Deliverables
Identify the deliverables and project planning steps required to meet the project's goals.
Step 4: Create the Project Schedule
Go through each deliverable and define the series of tasks that must be completed to
accomplish each one. For each task, determine the amount of time it will take, the resources
necessary, and who will be responsible for execution.
Step 5: Identify Issues and Complete a Risk Assessment
No project is risk-free. If there any issues, that will affect the project planning process. So,
should know how to manage risk in a project and consider the steps you should take to either
prevent certain risks from happening, or limit their negative impact. Conduct a risk
assessment and develop a risk management strategy.
Step 6: Present the Project Plan to Stakeholders
Explain how project plan addresses stakeholders' expectations, and present the solutions to
any conflicts. Make sure that presentation isn't one-sided. Have an open discussion with
stakeholders instead. Make project plan clear and accessible to all stakeholders. Housing all
project plan data in a single location, like a collaboration tool, makes it easy to track progress.
Identifying Project Risks
Even with the most carefully crafted project plan the unexpected arises and you can find
yourself completely off course. Identifying possible risks prior to starting the project can help
alleviate some of the effects of events that were not accounted for in the project plan. These
risk identification techniques can also be used through the course of a project to ensure new
risks that arise are accounted for.
Tools for Identifying Risks
Project managers can use several tools to identify risks in a project. They include
documentation reviews, information gathering, brainstorming, checklist analysis, assumption
analysis, diagramming, SWOT analysis and expert judgment techniques.
Documentation reviews involve reviewing project documentation such as project plans,
resource schedules, scoping documents, and requirement documents for any inconsistencies.
An example would be the scoping document asking for something to be completed with a
high level of detail while the project plan only accounts for a very short duration.
Information gathering consists of talking to experts and looking at historic documents for
similar projects that can help identify risks. As the saying goes, ''history repeats itself''. While
we may not be able to stop history from repeating itself, we can be better prepared in the
event a similar risk arises.

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Brainstorming involves gathering team members and knowledgeable people in a room to
think of any possible risks that arise. It helps to have varying backgrounds and job functions
in the room so you can get different perspectives.
Checklist analysis involves looking at historic documentation and creating a list of everything
that was noted from the previous project. This technique is typically used if the project
manager has little understanding of the type of project they are working on.
Sometimes at the beginning of a project, leadership will make certain assumptions the project
needs to adhere to. This next technique called assumption analysis looks back at the original
assumption after a significant portion of the project planning has taken place to ensure the
assumptions are still valid. If you plan based on invalid assumptions your project could derail
quickly.
Diagramming techniques like using Fishbone Diagrams (also known as Ishikawa Diagrams)
are an effective way to identify potential root causes for a problem. The diagram includes a
central ''spine'' with several branches, which looks like a fish skeleton. This diagram is useful
because by looking at all the possibilities you can see where possible risks may lie.
Project ideas may also emanate from
 initiatives by local private or public entrepreneurs who wish to take advantage of
opportunities they perceive or who are responding to government incentives
 community initiatives (often supported by national or international NGOs)
 a government response to local political or social pressures originating, for example,
from economic, social, or regional inequalities
 a need for advocacy aimed at government in a weak policy environment
 the pursuit of national objectives such as food security
 the occurrence of natural events (drought, floods, earthquakes) and the short-term
responses to crisis.
 as a response to long-term trends such as migration, environmental degradation, and
climate change.
 a desire to create a permanent local capability to carry out development activities by
building up local institutions.
Finally, project ideas originate not only from within a country but also from abroad as a
result of
 investment proposals of multinational firms
 programming activities of bilateral and multilateral aid agencies and their ongoing
projects in the country
 influence of investment strategies adopted by other developing countries as well as
opportunities created by international agreements (for example, on the use of offshore
resources)
 prevailing professional opinion or public consensus within the international
community in such fields as population, environment, and the alleviation of poverty.

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After the project has been defined and the project team has been appointed, you are ready to
enter the second phase in the project management life cycle: the detailed project planning
phase.
Project planning is at the heart of the project life cycle, and tells everyone involved where
you’re going and how you’re going to get there. The planning phase is when the project plans
are documented, the project deliverables and requirements are defined, and the project
schedule is created. It involves creating a set of plans to help guide your team through the
implementation and closure phases of the project. The plans created during this phase will
help you manage time, cost, quality, changes, risk, and related issues. They will also help you
control staff and external suppliers to ensure that you deliver the project on time, within
budget, and within schedule.
The project planning phase is often the most challenging phase for a project manager, as you
need to make an educated guess about the staff, resources, and equipment needed to complete
your project. You may also need to plan your communications and procurement activities, as
well as contract any third-party suppliers.
The purpose of the project planning phase is to:
Establish business requirements
Establish cost, schedule, list of deliverables, and delivery dates
Establish resources plans
Obtain management approval and proceed to the next phase
The basic processes of project planning are:
Scope planning – specifying the in-scope requirements for the project to facilitate creating
the work breakdown structure
Preparation of the work breakdown structure – spelling out the breakdown of the project
into tasks and sub-tasks
Project schedule development – listing the entire schedule of the activities and detailing their
sequence of implementation
Resource planning – indicating who will do what work, at which time, and if any special
skills are needed to accomplish the project tasks
Budget planning – specifying the budgeted cost to be incurred at the completion of the
project
Procurement planning – focusing on vendors outside your company and subcontracting
Risk management – planning for possible risks and considering optional contingency plans
and mitigation strategies
Quality planning – assessing quality criteria to be used for the project

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Communication planning – designing the communication strategy with all project
stakeholders
The planning phase refines the project’s objectives, which were gathered during the initiation
phase. It includes planning the steps necessary to meet those objectives by further identifying
the specific activities and resources required to complete the project. Now that these
objectives have been recognized, they must be clearly articulated, detailing an in-depth
scrutiny of each recognized objective. With such scrutiny, our understanding of the objective
may change. Often the very act of trying to describe something precisely gives us a better
understanding of what we are looking at. This articulation serves as the basis for the
development of requirements. What this means is that after an objective has been clearly
articulated, we can describe it in concrete (measurable) terms and identify what we have to do
to achieve it. Obviously, if we do a poor job of articulating the objective, our requirements
will be misdirected and the resulting project will not represent the true need.
Users will often begin describing their objectives in qualitative language. The project
manager must work with the user to provide quantifiable definitions to those qualitative
terms. These quantifiable criteria include schedule, cost, and quality measures. In the case of
project objectives, these elements are used as measurements to determine project satisfaction
and successful completion. Subjective evaluations are replaced by actual numeric attributes.
3.2. Project formulation
A process is a collection of interrelated actions and activities that take place in order to
achieve a set of previously specified products, results or services. The project team is in
charge of executing the formulation, evaluation and project management processes. The
processes (tasks and activities) have clear dependencies and are done following the same
sequence in each project. They are independent from the area of application approaches.
These groups of processes consider the multidimensional nature of formulation, evaluation
and project management.
Rural Development
Project Formulation & Evaluation Processes
The project formulation & evaluation process
Project Formulation & Evaluation Processes can be defined as a system that manages
information, very complex in some cases, with a systematic approach of interrelated phases,
and applying different planning instruments that allow to execute the project design’s
concrete tasks. These processes are formed by five phases or stages that incorporate the main
activity areas; from initial debates about the idea of the engineering project, to the
presentation of a complex plan that has to be managed and executed. The activities respond to
a logical structure according to the formulation and evaluation phases of the project. The
development of the Project subjects is basically a learning process directed to show
methodologies that consist of organic processes in which phases and concepts are linked to
one another.

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1. Preparation for Project Formulation
The Preparation of the Formulation phase (1) or what is the same, the elaboration of a good
proposal of former projects, can be divided into three sections:
a) The establishment of the formulation team and the necessary resources (financial,
administrative and logistics);
b) Terms of Reference writing;
c) Project plan preparation for the execution of formulation activities.
2. Analysis and Diagnosis
In the DIAGNOSIS and ANALYSIS PHASE (2) interpret the diverse aspects of the specific
situation with the project team. During this phase, the teams receive training to do with
research and analysis techniques, in order to perform the data collection (quantitative and
qualitative) and exam (analysis) and to determine the main causes of the situation (diagnosis).
At the end of the phase, each team has to indicate possible proposals to better the actual
situation and answer the question: Has what has to be done in the project situation been
understood?
3. Project Design phase
Taking as reference the conclusions achieved during the analysis and diagnosis phase, the
teams proceed in the design phase three to a more detailed and precise project creation, in
order to come up with an inversion proposal. Every team has to proceed by putting emphasis
on the system, product and technology viability verification. Also they have to define the
structure of the organization of the project, its programming in time, managing dispositions,
resources and cost and benefit estimations. The main question to answer at the end of this
phase is: Are we sure that we know how to make this project work?
4. Results Assessment
During the MULTI-CRITERIA Assessment phase (4) the effects and impacts that may
happen to the project during execution will be examined. The results of this phase should
guide the viability - technical, economical, financial, social and environmental- of the project.
During this phase, the following competence element will be specially dealt with: resources,
cost and finance, business, security, environment and ethics.
5. Project Document
The latest phase in PROJECT DOCUMENTAT, where all deliverables are found and the
report is presented. The synthesis capacity is essential to be able to properly communicate -
before external agents and colleagues- the information and issue a project judgment.
3.3. Project appraisal
Assessing the viability or feasibility of a proposed project by the lending institutions is called
project appraisal. It involves calculating the feasibility of the project before committing
resources to it. It is a tool that company’s use for choosing the best project that would help

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them to attain their goal. Project appraisal often involves making comparison between
various options and this done by making use of any decision technique or economic appraisal
technique.
Project appraisal is a tool which is also used by companies to review the projects completed
by it. This is done to know the effect of each project on the company. This means that the
project appraisal is done to know, how much the company has invested on the project and in
return how much it is gaining from it.
Process of project appraisal
The process of project appraisal consists of five steps and they are – initial assessment,
defining problem and long-list, consulting and short-list, developing options, and comparing
and selecting project. The process of appraisal generally starts from the initial phase of the
project. If the appraisal process starts from an early stage, then the company will be in a
better position
to decide how capital should be spend in the project and also it will help them to make the
decision of not spending too much or stopping a project that is not economically viable.
Types of project appraisal
Appraisal of projects can be done by many ways, but the most common of them are financial
and economic appraisal. In case of financial project appraisal, the company reviews the cost
of the project and the expected revenues that will be generated by the project. This type of
appraisal helps the company to prevent overspending on a project. It also helps in finding
certain areas where alterations can be done for generating higher revenues.
Under economic project appraisal, the company mainly focuses on the total benefit of the
project and less on the costs spent on the project. Other than these two types of appraisal,
there are also other types of project appraisal which include technical appraisal, management
or organizational appraisal and marketing and commercial appraisal.
Generally, commercial banks cannot finance on a long term basis to industries as most of
their funds are short term in nature. In the case of term loans, the bank provides them on the
basis of the purpose and they differ from short term loans. Term loans are not only huge but
they are given for a longer period and there are greater risks involved. But, the earnings of the
banker will be more which compensates for the loss.
The borrowing industry is able to utilize the term loans in a much better manner and it
improves their production capacity, earnings and utilization of existing capacity. While
providing term loans, the lending institutions will have to find that the income received from
the utilization of these loans by the borrower firm is sufficiently large that they are able to
repay the loan. A banker has to assess the project for which the loan is required. He must
make sure that the project will provide enough contribution so that the loan could be repaid.
Hence project appraisal is necessary. The problem for the banker will be more when there are
different projects with different rates of return. It is here that the bank has to adopt a
technique and go in for the selection of a suitable project.
Four major criteria in project appraisal
There are four major criteria which have to be studied in project appraisal to ascertain its
feasibility. They are:

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Technical feasibility
Economic feasibility
Financial feasibility
Managerial feasibility
Technical feasibility of projects
 To find out whether the various factors of production are available.
 Suitable location of the project.
 Adopting appropriate technology.
 Providing suitable training to manpower.
 Erection of plant and equipment.
 Technical know-how.
 Suitable plant lay-out.
 Clearance for pollution from the pollution control board.
 Environment clearance under Environment Protection Act.
 Protection under the Patent Right and Trademark Act.
 Disposal of wastage.
Economic feasibility of projects
 Market share of the product.
 Demand for the product.
 Competition prevailing in the market.
 Product life cycle and stage of the product.
 Future demand of the product.
 Fulfilment of social objectives such as employment generation, development of
backward areas, etc.
 Scope for the product [Strength, Weakness Opportunity and Threat (SWOT
Analysis)].
Financial feasibility of projects
 Financial soundness of the project which is based on return on investment.
 Various sources of finance available and their costs.
 Expected cash inflow and outflow.
 Cost of the project.
 Profit margin.
 Cost of production.
 Future growth of the project.
 Gross and net earnings.
 Future prospects.
Managerial feasibility of projects
 Competence of the Board.

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 Experience of the staff.
 Technical competence.
 Problems that are likely to be encounter in industrial relations.
 Experience in the field.

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Unit Four: preparing project proposals

4.1. Preliminary considerations

4.2. Preparing project proposals and its basic components

4.3. Criterion for effective proposals

Unit Five: Seeking for fund

5.1. Types of funding foundations

5.2. Primary sources for funding

5.3. Approaching foundations for funding

5.4. Lobbying for funding

Unit Six: Implementation of the project

6.1. Setting objectives

6.2. Anticipating unintended consequences

6.3. Managing change

6.4. Working out the details of a plan

6.5. Implementation

Unit Seven: project monitoring and evaluation

7.1. monitoring the progress

7.2. project evaluation

Unit Eight: phase out strategy and sustainability

8.1. Project audit and post-evaluation

8.2. The varieties of project

8.3. termination

8.4. In-class case discussion

8.5. Project risks

8.6. Strategies in ensuring sustainability

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