I.

Life of a Project

Chapter- 4
Project Implementation

1
 Overview of Chapter - 4

1. Project Kick off/launching

2. Direct and manage project execution
3. Planning- Activities need to be Undertaken
4. Scheduling
5. Financial Management
6. Develop Project Team and assign Work/ToRs
7. Communications
8. Quality Management
9. Project Monitoring and Evaluation

2
 Project Life
Project Life Cycle-Timeline
Cycle-Timeline

Phase 3
Phase 1 Phase 2

Conception/ Formulation/ Implementation Phase 4

Initiation Planning
Termination
Level Total Effort

Time

3
1. Project Kick off/launching

4
 1.Project
Kick-off/launching
 Once the project proposal or
project contract is done, get
team together for the first
time—calls for a meeting in
order to formally Launch or
kick-off the project.
 A kick-off meeting is a
meeting held at the beginning
of a project so that
stakeholders can meet each
other, review the objectives of
the project, and discuss future
plans.
 Often used to get support for
a project and clarify roles and
responsibilities; and project
champion should speak first
and introduce the project 5
2. Direct and manage
project execution

6
 Project Implementation
Project Implementation
Phase
Phase

 This phase is a period of “ hectic activity”.

During this period, the idea starts materializing
physically and tangibly and for the time, the
project can be seen off the paper.

 Usually, 80-85 percent of the project work is

done in this phase using all techniques of project
management.

 The various sub-phase of this phase, which often

overlap, are including communication,
procurement, contract management, M&E, and
quality assurance etc.
7
 Project Implementation
Project Implementation
Phase
Phase
 During the third phase, the implementation, monitoring
and control phase,
 the project plan is put into motion and the work of the
project is performed. It is important to maintain control
and communicate as needed during implementation; and
 progress is continuously monitored and appropriate
adjustments are made and recorded as variances from
the original plan. In any project, a project manager
spends most of the time in this step.
 During project implementation,
 people are carrying out the tasks and,
 progress information is being reported through regular
team meetings.
 comparing the progress reports with the project plan to
measure the performance of the project activities and
take corrective action as needed. The first course of
action should always be to bring the project back on
course (i.e., to return it to the original plan). 8
 2. Direct
2. Direct and
and manage
manage project
project
execution
execution

 This process single-handedly

spends most of the projects time,
cost and resources as this is the
process that creates the project
deliverables.

 Direct and Manage Project

Execution is the process of
executing the work defined in the
project management plan to
achieve the project's
requirements. This process
requires the project manager and
the project team to perform
multiple actions to execute the
project management plan to 9
 2.Direct and
2.Direct and manage
manage project
project
execution
execution
 This process requires the project manager and the
project team to perform multiple actions to
execute the project management plan to achieve
the project's objectives. Some of those actions are:

1. Perform activities to accomplish project

requirements,
2. Create project deliverables,
3. Staff, train, and manage the team members
assigned to the project,
4. Obtain, manage, and use resources including
materials, tools, equipment, and facilities,
5. Implement the planned methods and standards,
6. Establish and manage project communication
channels, both external and internal to the 10
 2. Direct
2. Direct and
and manage
manage project
project
execution
execution
This process requires the project manager and the
project team to perform multiple actions to execute the
project management plan to achieve the project's
objectives. Some of those actions are:

7. Generate project data, such as cost, schedule,

technical and quality progress, and status to
facilitate forecasting,
8. Issue change requests and adapt approved
changes into the project's scope, plans, and
environment,
9. Manage risks and implement risk response
activities,
10. Manage suppliers, and
11. Collect and document lessons learned, and
11
 2. Direct
2. Direct and
and manage
manage project
project
execution
execution

Managing Work
Managing Work Schedule
Schedule

Þ Estimate how long each activity

will take from the time it is started
until the time it is finished.

12
3. Planning- Activities need to
be Undertaken

13
 3. Planning
3. Planning

What needs
What needs to
to be
be How it
How it is
is to
to be
be
accomplished?
accomplished? accomplished?
accomplished?

Steps
1. Refer project objectives – the
expected result.
2. Determine activities and approach to
be carried out to attain objectives. 14
 3.1 Planning-
3.1 Planning- Work
Work to
to be
be
Accomplished
Accomplished
1. Developing the WBS
Identifying the level one major tasks.
Breaking the major tasks into level-two
tasks.
Breaking the major tasks into level-
three tasks.

2. Preparing the responsibility matrix –

Primary & secondary responsibilities
(reflects all the activities shown15 in
3.Gantt chart of major tasks to be
accomplished (activities along with
the time frame).
4. Listing out immediate predecessor
for each task.
5.Developing Network Diagram
(interdependencies between tasks).

16
3.2 Work
3.2 Work Breakdown
Breakdown Structure
Structure (WBS)
(WBS

Þ Breaks a project down into

manageable pieces to complete
project work scope.
Þ WBS is a hierarchical tree of work
elements accomplished by the team
during the project.
Þ Identifies the organization/individual
responsible for each work package.
17
 3.4 Gantt
3.4 Gantt Chart
Chart

 Provides a clear visual

representation of the activities to
be performed and the time-frame
in which each will be done.

18
 3.5 Network
3.5 Network Diagram
Diagram

Þ Shows necessary sequence and

interdependence of activities to attain
project objectives.
Þ Determines
>which activities must be finished
immediately before each activity can be
started.
>which activities can be done
concurrently
> which activities can not 19be
 List of Activities and Immediate Predecessors

SALES REPORTING SYSTEM PROJECT

Activities Immediate
Predecessors
1. Gather Data —
2. Study Feasibility —
3. Prepare Problem Definition Report 1,2

4. Interview Users 3
5. Study Existing System 3
6. Define User Requirements 4
7. Prepare System Analysis Report 5,6

20
8. Input & Output 7
9. Processing & Database 7
10. Evaluation 8,9
11. Prepare System Design Report 10
12. Software Development 11
13. Hardware Development 11
14. Network Development 11
15. Prepare System Development Report 12,13,14
16. Software Testing 15
17. Hardware Testing 15
18. Network Testing 15
19. Prepare Testing Report 16,17,18
20. Training 19
21. System Conversation 19
22. Prepare Implementation Report 20,21 21
 3.6 Network
3.6 Network Plan
Plan Format
Format

Activity in
Activity in the
the Activity on
Activity on the
the
Box (AIB)
Box (AIB) Arrow (AOA)
Arrow (AOA)

AIB => Description of activity is

written within the box.
AOA => Description of activity is
written above the arrow.

22
4. Scheduling

23
 4.1. Scheduling
4.1. Scheduling

Þ Scheduling function depends on

the planning function.
Þ Can not be established until the
plan has been developed.
Þ Estimate how long each activity
will take from the time it is started
until the time it is finished.

24
4.2 Activity
4.2 Activity Duration
Duration Estimates
Estimates

Þ Duration estimate for each activity must be

the total elapsed time

The time for the work to be done plus any

associated waiting time.
Þ Based on the quantity and quality of
resources expected to be used on the
activity.
Þ Estimate should be aggressive yet realistic.
25
4.3 Program
4.3 Program Evaluation
Evaluation Review
Review Technique (PERT))
Technique (PERT

 PERT is a planning and control tool

used for defining and controlling the
tasks necessary to complete a
project.
 PERT charts and Critical Path
Method (CPM) charts are often used
interchangeably;
 A graphic representation called a
"Project Network" or "CPM Diagram"
is used to portray graphically the
interrelationships of the elements of
a project and to show the order in
which the activities must be  This technique was
performed. developed by the US
 PERT is used to analyze the activity Navy in 1957.
when there is no exact duration of
26
activity is known.
 4.3.1 PERT planning involves the following steps:
1. Identifying Tasks and Milestones: Every project involves a series of required tasks. These
tasks are listed in a table allowing additional information on sequence and timing to be added later.

2. Placing the Tasks in a Proper Sequence: The tasks are analyzed and placed in a sequence to
get the desired results.

3. Network Diagramming: A network diagram is drawn using the activity sequence data showing
the sequence of serial and parallel activities .

4. Time Estimating: This is the time required to carry out each activity, in three parts:
1. Optimistic timing: The shortest time to complete an activity
2. Most likely timing: The completion time having the highest probability
3. Pessimistic timing: The longest time to complete an activity

5. Critical Path Estimating: This determines the total time required to complete a project.

27
3. Network Diagramming

Example

Paint
Floors Move Back Furniture
1 5 2 1

KEY

Activity Activity Duration

Description Estimate
Number
28
Program Evaluation
Program Evaluation Review
Review Technique
Technique (PERT)
(PERT)

4. Time Estimating: What is a time estimating?

(Cont.)
Þ Duration estimate for each activity must be the total elapsed
time

The time for the work to be done plus any associated waiting time.
Þ Based on the quantity and quality of resources expected to be
used on the activity.
Þ Estimate should be aggressive yet realistic.

Þ Since there is an uncertainty in the duration of an activity, you

will use three estimates to determine the PERT estimate for an
activity so that the uncertainty in the activity completion time
can be reduced. These three estimates are as follows:
 Optimistic Estimate
 Most Likely Estimate
 Pessimistic Estimate
29
Program Evaluation
Program Evaluation Review
Review Technique
Technique (PERT)
(PERT)
4. Time Estimating: (Cont.)
 Most Likely Estimate (Tm)--This is the time duration where
there is a high probability of completing the task within the given
time duration.

 Optimistic Estimate (To)—In this scenario, the estimate is

determined considering all favorable conditions; i.e. it is a best-
case scenario. In other words, you can say that this is the
shortest time in which you may complete the task.

 Pessimistic Estimate (Tp)—In Here, estimate is determined

considering all unfavourable conditions; i.e. worst case scenario.
In otherformula
The words, thisto
is the longest time
calculate the PERT
the activity is
might require
to complete.
as follows:

PERT Estimate = (To + 4Tm + Tp) / 6

30
4. Time Estimating: For example:
(Cont.)
Question:
Þ Your team members told you that an activity you are working on is most likely to
be completed in 20 days. However, in the worst case it might take 30 days, and if
all conditions are favorable, it might be completed in 15 days.
Þ Determine the PERT Time estimate and the Standard Deviation for this activity.

Solution:
Þ To determine the PERT estimate, we need the Optimistic Time, Pessimistic
Time, and Most Likely Time for the activity.
Þ The question says it is most likely that the task can be completed in 20 days,
hence: Most Likely Time = 20 days
Þ It further says that in the worst case it may take 30 days, hence: Pessimistic
Time = 30 days
Þ It also says that if all conditions are favorable, it will take 15 days to complete
the task. Hence: Optimistic Time = 15 days
Now,
Þ PERT Estimate = [Optimistic Time + 4 X (Most Likely Time) + Pessimistic Time]
/6
Þ = [15 + 4X20 + 30] / 6 = [15 + 80 + 30] / 6 = 125 / 6 = 20.83 days

Hence, PERT estimate for this activity is 20.83 days.= 21

Days 31
5. Critical Path
Estimating
 The critical path is determined by adding the times
for the activities in each sequence and determining
the longest path in the project. The critical path
determines the total calendar time required for the
project. The amount of time that a non-critical path
(positive values) activity can be delayed without
delaying the project is referred to as slack time (slack
time is the amount of time left after a job if the job
was started
If the now).
critical path is not immediately obvious, it may
be helpful to determine the following four times for
each activity:
 ES - Earliest Start time
 EF - Earliest Finish time
 LS - Latest Start time
 LF - Latest Finish time
32
 Earliest Start
Earliest Start (ES)
(ES) and
and Earliest
Earliest
Finish (EF)
Finish (EF) Times
Times
Þ Calculated by working forward
through the net work.
Þ ES is calculated on the basis of the
project’s estimated start time and the
duration estimates for the succeeding
activities.
Þ EF is calculated by adding the
activity's duration estimate to the
activity’s earliest start time.
EF = ES + Duration Estimate 33
 Network Diagram
Network Diagram for
for Developing
Developing
uestionnaire for
uestionnaire for Market
Market Survey
Survey (ES
(ES &
& EF)
EF)
Project Start at 0
0 3 3 13 13 33 33 38
Identify target Develop draft Pilot-test Review comments &
customers questionnaire questionnaire finalize questionnaire
1 Sovan 3 2 Sopheap 10 3 Dara 20 4 Sopheap 5

( Activity-in-Box format) E.S E.F

KEY Duration
Activity Description
estimate
Activity
number
Person responsible 34
Latest Start
Latest Start (LS)
(LS) and
and Latest
Latest Finish
Finish (( LF)
LF)

Þ Calculated by working backward

through the network.
Þ LF is calculated on the basis of
project’s required completion time
and the duration estimates for
preceding activities.
Þ LS is calculated by subtracting the
activity’s duration estimate from the
activity’s latest finish time.
LS = LF –Duration estimate 35
 Network Diagram
Network Diagram for
for Developing
Developing
Questionnaire for
Questionnaire for Market
Market Survey
Survey (L.S.
(L.S. &
& L.F.)
L.F.)
Project start at 0
0 3 3 13 13 33 33 38
Identify target Develop draft Pilot-test Review comments &
customers questionnaire questionnaire finalize questionnaire
1 Sovan 3 2 Sopheap 10 3 Dara 20 4 Sopheap 5
-8 -5 -5 5 5 25 25 30
( Activity-in-Box format) ES EF
KEY
Activity Activity Duration
Project should start 8 number Description estimate
days earlier than it is LF
estimated to complete LS Person responsible
within 30 days 36
 Total Slack
Total Slack
Slack time is the amount of time left
after a job if the job was started now.

Total slack (TS) = LF – EF

or
LS – ES

37
 Schedule for
Schedule for Developing
Developing Questionnaire
Questionnair
for Market
for Market Survey
Survey -- Total
Total Slack
Slack Value
Value
Earliest Latest
Sl. Activity Respons Duration Total
No ible Estimate Slack
Start Finish Start Finis
h

1 Identify target Sovan 3 0 3 -8 -5 -8

customers
2 Develop draft Sopheap 10 3 13 -5 5 -8
questionnaire
3 Pilot-test Dara 20 13 33 5 25 -8
questionnaire
4 Review Sopheap 5 33 38 25 30 -8
comments &
finalize
38
questionnaire
 =>Maximum amount of time that
the activities on a particular path
Positive TS can be delayed without
jeopardizing completion of the
project by it required completion
time.
=>Amount of time that the
Negative TS activities on that path must be
accelerated to complete the
project by its required completion
time.
=>Activities do not need to be
Zero TS accelerated but can not be
delayed.
39
Schedule for
Schedule for Developing
Developing Questionnaire
Questionnaire
for Market
for Market Survey
Survey -- Total
Total Slack
Slack Value
Value

 The estimated durations of the

activities on this path add up to 38
days.
 Activities need to be accelerated 8
days in order to complete by its
required completion time of 30 days.

40
5. Financial
Management

41
 5.1 Determining Actual Cost
 Once the project starts, it’s necessary to keep track of
actual cost and committed cost so that they can be
compared to the CBC.
5.1.1 Actual Cost
 To keep track of actual cost on a project, it’s necessary to set up
a system to collect, on a regular and timely basis, data on funds
actually expended.

5.1.2. Committed
Cost
 In many projects, large dollar amounts are expended for
materials or services (subcontractors, consultants) that are used
over a period of time longer than one cost reporting period.
 These committed costs need to be treated in a special way so
that the system periodically assigns a portion of their total cost
to actual cost.
 Committed costs are also known as commitments or encumbered
costs.
 Costs are committed when an item is ordered even though actual
42
 5.1 Determining Actual Cost

5.1.3. Comparing Actual Cost to Budgeted

Cost
 As data are collected on actual cost, including portions of
any committed cost, they need to be totaled by work
package so that they can be compared to the cumulative
budgeted cost.

Step 1: Data in actual cost + portion of any

committed cost by work package.

Step 2: Period-by-period cumulative actual cost

(CAC) be compared to the cumulative budgeted
cost (CBC).

43
 5.1. Determining Actual Cost
5.1.3. Comparing Actual Cost to Budgeted
Cost
Example.Actual
Example. ActualCost
Costby
byPeriod
Periodfor
forthe
thePackaging
PackagingMachine
MachineProject
Project

Week Total
expended
1 2 3 4 5 6 7 8

Design 2 5 9 5 1 22

Build 2 8 10 14 12 46

Install & 0
Test
Total 2 5 9 7 9 10 14 12 68

CAC 2 7 16 23 32 42 56 68 68

Amounts are in thousands of dollars.

44
 5.1. Determining Actual Cost
5.1.3. Comparing Actual Cost to Budgeted
Cost
Implications:

 At the end of 8 weeks actual cost –

68,000$
 CBC $ 64,000
 Variance $ 4,000 – project is
overrunning its budget.

45
 5.2. Determining the Value of
Work Performed
 Consider a project that involves painting ten similar rooms over
ten days (one room per day) for a total budgeted cost of $2,000.
The budget is $200 per room.
 At of the end of day 5, you determine that $1,000 has actually
been spent, but what if only three rooms have been painted?
 Earned value, the value of the work actually performed, is a key
parameter that must be determined throughout the project.
 Determining the earned value involves collecting data on the
percent complete for each work package and then converting
this percentage to a dollar amount by multiplying the TBC of the
work package by the percent complete.
 It’s important that the person estimating the percent complete
not only assess how much work has been performed but also
consider what work remains to be done.
 For example, in the project involving painting ten rooms for
$2,000, if three rooms were completed, it’s safe to say that 30
percent of the work has been performed. Therefore, the earned
value is:
0.30 x $2,000= $600 46
 5.2. Determining the Value of
Work Performed
5.2.1 Cumulative Percent Complete by Period for the Packaging
Machine Project

Week
1 2 3 4 5 6 7 8

Design 10 25 80 90 100 100 100 100

Build 0 0 0 5 15 25 40 50

Install & 0 0 0 0 0 0 0 0
Test

Amounts are cumulative percentages complete 47

 5.2 Determining the Value of
Work Performed
5.2.2 Cumulative Earned Value (CEV) by Period for the Packaging
Machine Project

Week
TBC 1 2 3 4 5 6 7 8
Design 24 2.4 6 19.2 21.6 24 24 24 24
Build 60 3 9 15 24 30
Install & Test 16
CEV 100 2.4 6 19.2 24.6 33 39 48 54

Amounts are thousands of dollar.

48
 5.3. Cost Performance
The following fourAnalysis
cost-related measures are
used
to analyze project cost performance:
1. TBC ( total budgeted cost)
2. CBC (cumulative budgeted cost)
3. CAC ( cumulative actual cost)
4. CEV ( cumulative earned value)

Objectives are to determine:

5. Whether the project is being performed
within budget.
6. Whether the value of the work performed
is in line with actual cost. 49
 5.3 Cost Performance
Analysis
Data on Packaging Machine Project (end of 8
weeks):
 $ 64,000 was budgeted through the end of 8
weeks to perform all the work as scheduled.
 $ 68,000 was actually expended by the end of
week 8.
 $ 54,000 was the earned value of work actually
performed by the end of week 8.

Implication:
 Actual cost is exceeding the budgeted cost.
 Value of work performed is not keeping up with
actual cost.

50
 5.3 Cost Performance
Analysis
5.3.1 Cost Performance Index

 Is a measure of the cost efficiency

with which the project is performed.
CPI = CEV / CAC

Cost Performance Index:

Cumulative Earned Value

Cumulative Actual Cost

51
 5.3. Cost Performance
Analysis
5.3.1 Cost Performance
 Index
CPI as of week 8 in our example:
CPI = $54,000 / $68,000
= 0.79
 This ratio indicates that with every
$1.00 expended, only $0.79 earned
value is received.
 When CPI goes below 1.0 or gradually
gets smaller, corrective actions should
be taken.
 Trend in CPI should be watched 52
 5.3. Cost Performance
Analysis
5.3.2 Cost
Variance
 Is the difference between the
cumulative earned value (CEV) of the
work performed and cumulative actual
cost (CAC).
 CV = CEV – CAC
 It shows the gaps between value of the
work performed and actual cost.
 CV is expressed in terms of dollars.

53
 5.3 Cost Performance
Analysis
5.3.2 Cost
Variance
CV as of week 8 in our example:
CV = $54,000 – $68,000
= – $14,000
 Indicate  value of work performed
through week 8 is $14,000 less than
the amount expended actually.
 Data collected all be as current and
based on same reporting period.

54
 5.4. Cost Forecasting

 Based on analysis of actual cost it’s

possible to forecast what the total
costs will be at the completion of the
project or work package.

 There are three different methods for

determining the forecasted cost at
completion (FCAC).

55
 5.4. Cost Forecasting

1st : FCAC =TBC

CPI
 FCAC in our example at the end of
week 8-
FCAC = $100,000 / 0.79
= $126,582
 An overrun of $26,582 beyond the TBC for
the project of $100,000.

 Assumption: The work to be performed on

the remaining portion of project will be at
same rate of efficiency as the work 56
 5.4. Cost Forecasting
2nd : FCAC = CAC + (TBC – CEV)
 Assumption: The work to be
performed on the remaining portion
will be done as per the budget.
 FCAC = $68,000 +($100,000 -
$54,000) = $68,000 +
$46,000
= $114,000
 An overrun of $14,000 beyond the
TBC for the project of $100,000.
 Assumes that the remaining work
57
 5.4. Cost Forecasting

3rd: FCAC = CAC + Re-estimate

remaining
work to be performed

 Time consuming, but necessary, if

the project experiences persistent
deviations from the plan.

 Methods 1 and 2 are widely followed

in finding out FCAC.
58
 5.5. Cost Control
 The key to effective cost control is to analyze
cost performance on a regular and timely basis.
 It’s crucial that cost variances and inefficiencies
be identified early so that corrective action can
be taken before the situation gets worse.
 Cost control involves the following:
• Analyzing cost performance to determine which work packages
may require corrective action
• Deciding what specific corrective action should be taken
• Revising the project plan—including time and cost estimates—to
incorporate the planned corrective action
 When evaluating work packages that have a
negative cost variance, you should focus on
taking corrective actions to reduce the costs of
two types of activities:
59
 5.5. Cost Control
 When evaluating work packages that have a
negative cost variance, you should focus on
taking corrective actions to reduce the costs of
two types of activities:
– Activities that will be performed in the near term. If you
put off corrective actions until some point in the distant
future, the negative cost variance may deteriorate.
– Activities that have a large cost estimate. Taking
corrective measures that reduce the cost of a $20,000
activity by 10 percent will have a larger impact than
totally eliminating a $300 activity.
 There are various ways to reduce the costs of
activities.
– One way is to substitute less expensive materials.
– Another approach is to assign a person with greater
expertise or more experience to perform or help with
60
the activity.
 5.6. Managing Cash Flow
 It is important to manage the cash flow on a
project.
 Managing cash flow involves making sure that
sufficient payments are received from the
customer in time so that you have enough
money to cover the costs of performing the
project.
 The key to managing cash flow is to ensure that
cash comes in faster than it goes out.
 The contractor might try to negotiate payment
terms that require the customer to do one or
more of the following:
– Provide a down payment at the start of the project.
– Make equal monthly payments based on the expected
duration of the project.
– Provide frequent payments, such as weekly or monthly61
 5.7. Analyzing Progress in
terms of Percentages of TBC
 64% of the total budget for the
project was to have been spent to
perform all the work scheduled to be
performed during 8 weeks.

 68% of the total budget was actually

expended by the end of week 8.

 54% of the total project work was

actually performed by the end 62of
6: Develop Project Team
and assign Work/ToRs

63
 6.1 Project
6.1 Project Team
Team

Group of individuals working

interdependently to achieve a
common goal.
6.2 Stages
6.2 Stages of
of Team
Team Development
Development

First Stage FORMING

Second Stage STORMING

Third Stage NORMING

Fourth Stage PERFORMING

64
 Forming
Forming
 Feeling characteristics
> excitement
> anticipation
> suspicious
> anxiety
> hesitancy
 Project Manager Should
> Provide direction
> Give orientation to the team
> Clearly communicate project
objectives
> Create a vision of the
successful result of the
project 65
 Storming
Storming
 Characteristics
> frustration
> anger
> hostility
> negative reactions to the operating
procedures
> conflict
> tension
 Project Manager should
> Provide limited direction
> More clarification
> Better definition on individual
responsibility
> Tolerate any dissatisfaction
expressed by team members
> Not become defensive or take it
personally
66
> Provide supportive environment
 Norming
Norming
 Characteristics
- Trust begins
- sharing of information, ideas & feelings
- cooperation increases
- free expression of emotions &
criticisms
- cohesion develops
- sense of team
- appreciation of member’s contribution
 Project Manager should
- Minimize direction
- Provide more supportive role
- Recognize the project team
67
 Performing
Performing
 Characteristics
- open, frank & timely communication
- high level of confidence
- great degree of interdependency
- high commitment
- empowerment & satisfaction

 Project manager should

- Fully delegate responsibility &
authority
- Concentrate on project performance
- Facilitate and support the development
68
of corrective actions, if any.
 6.2 Level of Functioning at various
Stages of Team Development
High
Forming Storming Norming Performing

Low
Sense of team
Work performance 69
 1.Clear
understanding
of project
objective

2. Clear
expectations
5. Result of each one’s
Orientation role &
responsibilities
6.3 Effective
Project Team
Characteristi
cs

3. High degree
4. High level of of
trust
cooperation

70
 1. Unclear
Goals

2. Lack of
8. Turnover of project
team members
structure

3.Unclear role
6.4 Team &
7.Lack of
Effectiveness
commitment Barriers responsibilities

6. Poor 4.Poor
communication leadership

5.
Dysfunctional
Behavior

71
6.5 Nine
6.5 Nine Steps
Steps of
of Approach
Approach to
to problem
problem solving
solving

1) Develop problem statement

2) Identify potential causes of problem
3) Gather data & verify most likely causes
4) Identify possible solutions
5) Evaluate alternative solutions
6) Determine best solution
7) Revise project plan
8) Implement the solution
9) Determine whether the problem has
been solved
72
 • Define deviation between “actual” and
“target”
• Write statement of the problem (s)
• Prioritize • Sort symptoms
and causes
1. Identifying and
• Collect data
• Monitor result selecting problem
• Cause and effect

2.
• Restart process if analysis

pr

An
necessary • Brainstorm

ca

ob s

al
6. Evaluation

us

le
6.6

yz
• Prioritize
solution

in
Problem

g
Solving 3.
5. Implementing Generating • Brainstorm
• Project control Process
solution potential
• Maintain solution • Analyze
commitment potential helps
4. Selecting and and hinders
• Plan contingencies planning solution
• Build on each
other’s ideas
• Prioritize solution
• Resources/costs
• Clarity tasks/action plan
• Present proposals
73
 7.Time Management
7.Time Management

 At the end of each week, identify

several goals that you want to
accomplish the following week.
 At the end of each day, make a to-do
list for the next day.
 Read the daily to-do list first thing in
the morning & keep it in sight all day.
 Control interruption.

74
 7.Time Management
7.Time Management

 Learn to say NO.

 Make effective use of waiting time.
 Try to handle most paperwork only
once.
 Reward yourself at the end of the
week if you achieved your goals.

75
7: Communications

76
 7. Communication
7. Communication

 A project communication plan

that will guide the messages to
a project’s affected
stakeholders is a critical part of
any project. How well you
communicate throughout the
lifecycle of your project can
make the difference between
success and failure.
 Increase knowledge about the
project and why it’s important
 Create a dialogue among
employees and key
stakeholders to gain
acceptance of the project
77
 7. Communication
7. Communication

 Communication Tools and Methods

 What tools you use and how a message is delivered will
vary from project to project. The key to remember is to
not get “stuck” using a single method for your
communication messages.
 Workshop, forum, seminar
 Meeting summaries
 Status reports
 Newsletters
 Formal presentations
 Surveys
 Internet / Intranet Web Page
 Radio program
 Video documentary
 Factsheet
 Brochure
 Posters, etc.
78
 7. Communication
7. Communication

 Communication Tools and Methods

 Active communication methods being those used to

communicate in the here and now, for example the use
of:
 Face to Face meetings
 Video conference, meeting - one on one, or group
 Telephone conference, or voice only web conference
 Webinars (a seminar conducted over the Internet),
becoming increasingly popular for the delivery of
presentation based activities
 Telephone
 tand Up presentations in person

79
 7. Communication
7. Communication

 Communication Tools and Methods

 PASSIVE communication methods would be those

which recipients can adopt in their own time, for
example: :
 Pod cast
 Web cast
 Email
 Intranet bulletin boards
 Blogs
 Website
 Project Newsletter - paper based

80
8: Quality Management

81
 8. Quality
8. Quality Management
Management

 Projects involve specific

deliverables or work products
which need to meet project
objectives and performance
standards.
 Quality management ensures that
an organization, product or service
is consistent.
 Quality management is focused not
only on product and service quality,
but also on the means to achieve
it.
 Quality control is distinct from
quality assurance. Quality control
involves operational techniques
meant to ensure quality standards.
Quality assurance on the other 82
 8. Quality
8. Quality Management
Management

8.1 Quality management has two

goals:
 Ensuring a quality end-product
 Ensuring that all of the processes involved during the
project lifecycle are carried out efficiently..
 By managing quality, project managers can ensure a
successful project and increased customer satisfaction.
Project managers can also increase their bottom line with the
boost in productivity.
8.2 Perform Quality Assurance:
 Perform Quality Assurance involves reviewing the quality
requirements and auditing the results from quality control
measurements.
 Perform Quality Assurance uses data created during Perform
Quality Control.
 Quality assurance tests both project quality and customer
satisfaction with product quality.
83
 8. Quality
8. Quality Management
Management

8.3 Quality Assurance is done during execution of

the project. It includes -

 Process of evaluating overall performance on a regular basis

 Re-evaluating quality standards
 Quality audits - structured review of quality activities that
identify lessons learned. These lessons learned are used for
process improvement.

84
9. Project Monitoring and
Evaluation

85
 9. 1 Project Cycle

Planning Implementation Evaluation

(Monitoring)

Are we on track What has

toward achieving been
our objectives? achieved?

86
 9.2 Monitoring
9.2 Monitoring and
and controlling
controlling project
project
work
work
 Monitoring and evaluation (M&E)
needs to be prepared and planned
from the beginning of the design, and
a specific budget allocated. The work
progress is continuously monitored
and appropriate adjustments are
made and recorded as variances from
the original plan. In any project, a
project manager spends most of the
time in this step.
 The evaluation process it is often
conducted by an external person to
the project team (an evaluator) and
sometimes organised by the donor.
87
 9.2 Monitoring
9.2 Monitoring and
and controlling
controlling
project work
project work and
and modify
modify as
as required
required

 Basically, M&E is about comparing what was originally planned

with what actually happens. It tracks progress at each level of
the logical framework: activities, outputs, outcomes and
impacts (objectives). M&E has four key concepts:
 comparison
 measurement
 verification
 action.

88
 9.3 Project
9.3 Project Monitoring
Monitoring
To ensure that everything is going
according to plan.
Project Control Measuring Actual Progress

Comparing to planned progress

Deviation if any-schedule, budget,
technical specifications…
Corrective Action

Get the project back on track

89
 9.4 Purpose of
Monitoring and Evaluation

To ensure:
• Greater accountability in the use of
resources.
• Greater focus on the achievement
of results.
• A clearer basis for decision making.
• Promotion of institutional learning
and knowledge sharing.
90
 9.5 Monitoring
Questions
Goal Measuring changes at Goal level requires a longer
time frame, and is therefore dealt with by evaluation
and not monitoring

Purpos Are the intended outcomes being achieved?

e
Beneficiary Contact Monitoring
(BCM) indicators* - Are outputs
leading to achievement of the What is causing delays or
Outputs unexpected results?
Purpose?
Is there anything
Are activities leading to the expected outputs?happening that should
lead management to
Activiti
Are activities being implemented on modify the project’s
es
schedule and within budget? implementation plan?

Are finance, personnel and materials

Inputs
available on time & in the right
quantities & quality?
* BCM indicators measure changes in beneficiary behavior resulting from delivery
of the project’s outputs, and are an important means of tracking progress towards
desired improvements in status or livelihoods.
91
 9.6 What is Evaluation?

• Systematic and objective

assessment of an ongoing or
completed project.
• Determine the relevance and
fulfillment of objectives, output,
impact and sustainability.

92
 9.7 Monitoring and Evaluation throughout the
lifespan of project
Flow of
benefits
Ex-post
evaluation
Final
evaluation
Mid-term
evaluation

Development
al Evaluation

Baselin
e
Continuous monitoring &
Periodic management
reviews
Time
Duration of project

93
 9.7 A Continuous Process

• Monitoring occurs throughout the

project.
• A baseline study is usually
conducted before the beginning of
the project.
• Evaluation can occur for different
purposes.
• Evaluation can be done at different
points.
94
 9.8 Reporting
9.8 Reporting Period
Period

 Daily
 Weekly
 Bi-weekly
 Monthly
Þ Depends on
(i) overall duration of the project
(ii) complexity of the project
 Shorter the reporting period, the better
the chance of identifying problems.
95
 9.9 A Differences between monitoring and evaluation.

For
Why? When? Who?
whom?
 Check progress towards  Continuous  The project  Project
planned objectives activity team management
(impact monitoring),  Main
outputs and activities stakeholders
Monitoring (implementation
monitoring)
 Take remedial action if
necessary
 Contribute to progress
report

Evaluation  Check whether the right  Periodic: An external  Project

objectives and strategies usually at the evaluator management
have been chosen end of the Members of the  Stakeholders
 Learn lessons for future project. For cooperative  Beneficiaries
projects longer organization  Partners
 Provide accountability projects, it with no  Donors
previous links 
can also be Wider audience
Project team
done
halfway.

96
 9.9 Monitoring vs. Evaluation
Monitoring Evaluation
Continuous: day-to-day Periodic: important milestones

Documents progress In-depth analysis of

achievements
Focuses on inputs and Focuses on outcomes and
outputs impacts
Alerts managers to problems Provides managers with
strategy and policy options
Self-assessment External analysis
 Thanks!
Questions & Answers

98