Project management

Project management
Paper : BPH 408.3-PM
Eighth Semester
Ashok Pandey
MPH/BPH, DGH
Associate Research Fellow
NHRC

Unit 1: Introduction to Project Management
4 Hours
1. Concept and definition of project, program
2. Project management, benefit and limitation of project
management
3. Project Constraints
4. Understanding the Nature of Projects
5. Project Identification
6. The Project Life Cycle
• Formulation Phase
• Planning Phase (Developmental Phase)
• Implementation Phase
• Termination Phase
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Concept and definition of project, program
• A project can be defined as ……..
“……..and endeavour in which human (or
machine), material and financial resources are
organised in a novel way, to undertake a unique
scope of work, or given specification, within
constraints of cost and time, so as to deliver
beneficial change by quantitative and
qualitative objectives”
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Define project
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• 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)
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Additional Definitions
• A project is a unique venture with a beginning and
an end, conducted by people to meet established
goals within parameters of cost, schedule and
quality. Buchanan & Boddy 92
• Projects are goal-oriented, involve the
coordinated undertaking of interrelated activities,
are of finite duration, and are all, to a degree
unique. Frame 95
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Program
A plan or schedule of activities, procedures, etc.,
to be followed.
A planned, coordinated group of activities, proce
dures, etc, often for aspecific purpose or a facil
ity offering such a series of activities.
a drug rehabilitation program
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Differences between project and programme
• A project is an investment activity where resources are
used to create capital assets which produces benefits
overtime and has a beginning and an ending with
specific objectives, while a programme is an ongoing
development effort or plan.
• A programme is therefore a wider concept than a
project. It may include one or several projects at various
time, with specific objectives linked to the achievement
of higher level of common objective e.g a health
program may include a water project, as well as
construction of a health center both aimed at improving
the health of a given community which previously
lacked easy access to these essential facilities.
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• Projects which are not linked with others to form
a program are sometimes reffered to as stand
alone projects.
• A programme designed to improve health of the
community will comprise the following projects:
rural clean water supply project, health center
construction project, pit latrine construction
project and sanitary education project.
• During the project life, management should focus
attention to three parameters: QUALITY, COST
and TIME.
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• A successfully managed project is one that is completed at a
specified time, quality delivered on or before the deadline, and
within the budget.
• In addition, client satisfaction will indicate success and
possibility of replication or sustainability.
• Each of this parameters is specified in details during the
planning phase of the project. This specification then forms the
basis for evaluating the project during the implementation
phase.

What is Project Management?
• Project management is the application of
knowledge, skills, tools, and techniques to
project activities in order to meet or exceed
stakeholder needs and expectations from a
project.
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• The art of organising, leading, reporting and
completing a project through people
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• A project is a planned undertaking
• A project manager is a person who causes things to
happen
• Therefore, project management is causing a planned
undertaking to happen.
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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
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How does project management benefit
you?
• You will have goal clarity and measurement
• Your resources will be coordinated
• Your risks will be identified and managed
• You will increase the possibilities of time savings
• You will increase the possibilities of cost savings
• You will increase the possibilities of achieving the agreed
outcome
• You will increase the possibilities to deliver projects
successfully
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The project management challenge
Meeting or exceeding stakeholder needs and
expectations invariably involves balancing
competing demands among:
• Scope, time, cost, and quality
• Stakeholders with differing needs and
expectations
• Identified needs and unidentified expectations -
“client relations challenge”
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limitation of project management
Inability to “stick” with the project scope: Project
Management, by definition, is unable to commit to the original
project scope due to constant change requests. Project
Management acknowledges this with the formal integration of
Change Management. This limitation causes a lot of problems,
and is the reason why so many projects end up way over
budget and many months/years late, sometimes even canceled
or killed.
Inability to fully align the project objectives with the
business/organizational strategy: By definition, Project
Managers manage projects, not their organization. Although
projects are usually initiated by stakeholders/executives with a
clear relation and full alignment with the overall corporate
strategy,
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Inability to manage projects with unspecified
budget and/or schedule:
This is probably the biggest limitation in the
traditional incarnation of Project Management.
Imagine if, thousands of years ago, pyramid
building was restricted to a budget and a
schedule. Would the pyramids have lasted so
long? Would they have been considered as
marvelous wonders? Project Management
imposes a budget and a deadline on any project
and thus creates a major problem
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• Dependence on functional management:
Traditional (non-agile) Project Management is
clear about the authority of the Project
Manager over the resources: he has none. It is
the functional managers who own the
resources: they have their loyalty (resources
are loyal to their functional managers as
they’re the ones who report quarterly on their
performance), they have their gratitude (most
resources are hired directly by their functional
managers), and they have their respect.
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Following an exclusive methodology
Project Management forces the Project Manager
to choose and follow a methodology, be it the
traditional (waterfall) methodology, or a newer
methodology such as Agile. In Project
Management, a project can only be managed
using one methodology, and, in almost all
cases, is not switched from one methodology
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Various problems or limitation of
project in Nepal
Political instability
The main problem of a project in Nepal is a
political instability. Politics is a backbone of a
country. Its activities affect the whole aspects
of a country. A process is proceeding up in
Nepal at present to transit from the old system
to a new system. Therefore, Nepal has a
political instability these days. It has laid a
negative effect on project management.
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Political Influence
Nepal has followed a multiparty democratic
system. Parties do have a prime role in running
a state. But parties lay more emphasis on their
cadres than on the development of a country.
There is a system of countering the ideas
(although they are sound) of one party by
another party.
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Lack of trained manpower
A project should be run according to the
changed circumstances. It requires trained
manpower. But Nepal lacks skilled and
efficient manpower in almost all the projects.
It is the reason that projects are being unable to
run according to the changed circumstances.
Projects fail also due to unskilled manpower.
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Lack of Entrepreneurship
A project management requires
entrepreneurship. An entrepreneurship refers to
a skill of proper management, risk bearing
capacity, study of situations and an art to
provide maximum benefit to an organization.
But Nepalese people lack these elements.
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Lack of Appropriate Rules and Regulations
The government rules and regulations have a
great effect on project management. The
industrial policy, commercial policy, financial
policy, environmental policy, foreign,
investment management policy, etc, of Nepal
are not well and lucidly defined. It has
negative effect on projects.
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Lack of Market Availability
Nepal is a landlocked country. Nepal is small
and poor country in the world. A project
produces goods and services. There should be
a proper market for these produced goods and
services. Due to being its smallness in size and
poorness, Nepal cannot consume many as well
as quality goods and services produced. This
element has a negative effect on project.
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To Ignore Research and Development
Time is changing. The project should also be
changed as the time demands. The future should
be expected by studying the past and present
situations. It needs vigorous study by establishing
separate research and development departments.
But Nepal government most often allocated more
revenue to the expenditure budget that to the
development budget. There are not effective
studies in these fields due to the allocation of a
minimum budget to the research and development
activities. The private sector also has not shown
any interest in it.
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Project constraint
The triple constraint
Quality
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Project constraint
A constraint, in project management, is any
restriction that defines a project's limitations;
the scope, for example, is the limit of what the
project is expected to accomplish.
The three most significant project constraints:
schedule, cost and scope -are sometimes
known as the triple constraint or the project
management triangle.
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• A project’s scope involves the specific goals,
deliverables and tasks that define the boundaries
of the project.
• The schedule (sometimes stated more broadly
as time) specifies the timeline according to which
those components will be delivered, including the
final deadline for completion.
• Cost (sometimes stated more broadly
as resources) involves the financial limitation of
resources input to the project and also the overall
limit for the total amount that can be spent.
• Project constraints are also considered to be
somewhat mutually exclusive.
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The nature of projects
• There are many types of project which we will identify
later in this session
• Whatever the nature of the project there are three core
issues which need to be addressed:
– Quality
– Cost
– Time
• In addition, projects invariably take place in a context
which includes organizational politics, individuals’
personal objectives and external, commercial or
stakeholder pressures.
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The project basics
Cost
Quality Time
Organisational politics
Personal
Objectives
Business
Pressures
External and stakeholder issues
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Project identification
Project identification is the first step in the
strategic planning process. Before spending
significant time and resources on a project,
restoration practitioners should be able to
identify the biological importance and
likelihood of restoration success at
potential project sites (Battelle 2003).
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Characteristics of Projects:
• projects are temporary with a definite beginning and a definite end.
• They also have temporary opportunities and temporary teams.
• Projects are terminated when the objectives are achieved, or
conversely, if the objectives cannot be met.
• Most of the projects last for several years. However, they have a
finite duration.
• They involve multiple resources (human and non-human) and
require close coordination.
• They are composed of interdependent activities.
• At the end of the project, a unique product, service or result is
created. Some degree of customization is also a characteristic of
projects.
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The Project Life Cycle
• Formulation Phase
• Planning Phase (Developmental Phase)
• Implementation Phase
• Termination Phase
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• Projects encompass complex activities that are not
simple, and may require repetitive acts.
• They also include some connected activities. Some
order and sequence is required in project activities. The
output from one activity is an input to another.
• Project Management lives in the world of conflict. The
management has to compete with
• functional departments for “resources and personnel”.
• There exists a constant conflict for project resources
and for leadership roles in solving project problems.
• In every project, clients want changes, and the parent
organization aims at maximization of profits.
• There can be two bosses at a time and that too with
different priorities and objectives.
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Programming
Implementation Formulation
Evaluation Identification
Financing
decision
Financin
g
decision
The project cycle
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Project cycle management
• Project management can be defined as realization of concepts
and goals through efficient, effective, transparent, accountable
and responsible administration of a given set of activities to
the satisfaction of the stakeholders
• All stakeholders should be regularly consulted on matters
affecting the project to ensure coordination in the projects
activities
• Project cycle management therefore implies a process oriented
project management system covering the whole project cycle
from project conception to project completion

Project cycle management
• Project management involve a combination of various project
cycle phases with corresponding management tasks
• It is an effective decision making process that ensure that certain
actions occurs at the right time, within the life of a project so as to
attain the desired and specified quality of output within the budget

1. Steps in the Proposal Stage
• Need or idea should result directly from your business
strategies and plans, external opportunities
• Originator of idea identifies the senior executive in the
company
• Check the similar idea has not been proposed before
• Confirm who will be the sponsor
• Prepare a draft proposal and review and prescreen
proposal
• Identify a potential manager for the initial investigation
stage
• Register proposal
• Move to Initial investigation gate

2.Steps in the Initial Investigation
Stage
Project manager
• assemble team for initial investigation and
agrees the outcome with the project sponsor
• Open a project account
• Undertake initial investigation
• Define and prepare project plan
• Prepare initial business case
• Review and finalize initial business case
• Submit to gate for decision (Detailed
Investigation stage)

3.Steps in the Detailed Investigation
Stage
Project manager
• inform stakeholders and team member of the stage entry
• Registers and set up the project
• Detailed investigation work is carried and prepare the
feasibility report
• Feasibility report is reviewed, amended and agreed by the
project sponsor
• Refine and define the chosen option
• Prepare detailed plan for the develop and test stage and
finalize business case
• Submit to development gate

4.Steps in the Develop and Test stage
• Project manager informs the relevant stakeholder and team
of stage entry
• Brief the project team
• Work as laid out in the plan is carries out
• Work is done, progress are measured ,issues and variances
noted ,corrections made.
• As deliverables are produced they are reviewed ,amended
and finally accepted
• Conduct tests and review tests and modifications is done
• Update and review documentation
• Forward to the Trial Gate

5.Steps in the Trial stage
• Inform stakeholder and team of stage entry
• Brief project team
• Final preparation for trial
• Conduct trial review results
• Update and review documentation
• Do ready for service review
• Forward to release stage

6.Steps in the Release Stage
• Project manager inform the stakeholder about
the approval to start the release stage
– Final release activities and preparations are
carried out
– Decision on release date is confirmed
– Release and handover of project takes place
– Preparations for Project closure are made
– Project closure review is held and project sponsor
declares that the project is closed formally

7. Steps in the Post Implementation
Review
• Timing for the review is agreed upon
• Project progress are recorded and fed back to
the process owner

The Project Process
Project
set-up
Major
Project
Proposals
Project
Definition Conceptual
Design Scheme
Design Detailed
Design
Tender
Invitation &
Assessment
Manufacture
Equipment Install
Equipment
Confirm
Completion
Test &
Commission
Project
Review
Appoint Project Sponsor
Assess Project Priority
Assess Budget Implications
Est. Proj. Deliverables and Objectives
Appoint Project Leader
Approve Project Set-up
Draft Statement of Requirements (SoR)
Review & Approve SoR Identify
Resources Appoint Project
Team Produce & Maintain
Procurement Plans
Undertake Project Risk Assessment
Prepare Project Boundary Document
Develop Project Management Plan (PMP)*
Raise initial TCD-R/PERF**
Prepare Preliminary Conceptual Design**
Raise/Extend/Update initial TCD-R/PERF
Prepare Outline Conceptual Design
Define Design Constraints Prepare
Interface Requirements Spec. (IRP)
Finalise Conceptual Design
Hold Conceptual Design Review (CDR)
Clear CDR Issues
Initiate Modification Safety Case
Update PMP
Approve Proceed to Detailed Design
Raise/Extend Sub-system TCD-Rs/PERFs
Agree Classifications & Interfaces
Prepare Sub-system Scheme Design
Hold Sub-system Scheme Design Review (SDR)
Clear Sub-system SDR Issues
Update PMP
Use TCD-I/MMAC for Sub-system SD Approval
Extend TCD-Rs/PERFs
Prepare Sub-system Detailed Design Hold
Detailed Design Review (DDR)
Clear Sub-system DDR Issues
Use TCD-I/MMAC for Sub-system DD Approval
Prepare Final Documents including:
- Design Documents., Machine Compatibility
Documents., Safety Case Modification
Compile Tender Docs.***
Send out Invitations (ITTS)
Hold Clarification Meetings
Receive Tenders
Evaluate Tenders
Arrange site visits
Approve changes to Specs.
Choose preferred Company
Raise Contract Documentation
Place Contract
Hold Kick off Meeting (KOM)
Clarify Issues (Quality Plan)
Monitor Progress
Witness key Procedures
Complete Release Note
Approve Complete Package****
Approve Release Note
Pack & Dispatch Equipment
Receive Equipment
Pre-test Equipment
Install equipment
Test Equipment against Test Schedule
Commission Complete System
Confirm Technical Completion
Review Project Records Complete
Handover Documents Resolve
Reservations Obtain
Acceptance of Completed Project
Initiate Project
Undertake Design
Implement Project
Complete Project
EFDA/CSU/JOC Management
Project Leader/Project Team/EFDA/CSU
Project Team/IRP/EFDA/CSU/JDC
Project Team/Interfaces
Project Team/Interfaces/EFDA/CSU/JDC
Project Team/ICM
Project Team/ICM/EFDA/CSU
Project Team/EFDA/CSU
Project Team/CSU
Undertake Post
Project Review
Project Team/Contracts/EFDA
Project Team/Contractor/ICM
Prepare Technical Design
Ensure Machine Compatibility Prepare
Safety Case Modification
*** These will comprise:
- Technical Specification
- Drawings
- Contractual Requirements
Note: Overall Project
Management and Reporting will
be as defined in the Project
Management Plan (PMP)
**** This includes
supporting documentation
Gate 4
Gate 1 Gate 2 Gate 3
Gates (Formal Decision Points)
See accompanying notes
Gate 0
Project Justification
- Approve Project Definition
Design Approval
- Approval of
Final Documents
Readiness for
Manufacture
- Approval to
place Contract
Readiness for Operation
- Acceptance of System
Strategic and Budgetary
Approval
Undertake Tender
* This will include:
- Initial WBS, OBS and CBS
- Project Plan
- Risk and Procurement Strategies
** These will only take place here
for large projects demanding DO
effort for preliminary Conceptual
work
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Thank you
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Unit 2: Project formulation
• The Project Initiation Stage
• Literature review
• Identifying What has Triggered your Project
Determining Project Goals
• TOR, RFP
Topic:
1. Construction of gender friendly toilet in Government school
2. Empowering women through Creative Kachari (Forum) in Federal system
of Nepal
3. Improving maternal morbidity and mortality in Bardaghat
4. Awareness about health care services provided by GoN in Jajarkot
5. Livelihood support program for women of Urban slum of KTM
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Components of Technical/financial proposal
Title: (abbreviation)
Background:
Problem statement:
Objective:
Project description:
Duration:
Target population:
Monitoring and evaluation:
Project sustainability:
Activity: Objective wise activity
Work plan (Gantt Chart)
Budget
LFA: USAID model

It is a process whereby the entrepreneur makes
an objective and assessment of various aspects
of an investment proposition of a project idea
for determining its total impact and also its
liability.
PROJECT FORMULATION
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Project Formulation is a concise, exact statement
of a project to set the boundaries or limits of
work to be performed by the project.
It is a formal document that gives a distinctive
identity of the project and precise meaning of
project work to prevent conflict, confusion, or
overlap.
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Project formulation can be also defined as one of
the stages in the lifecycle of a project. The
formulation stage is also called Initiation,
Conceptualization, Definition, Pre-Project.
This stage aims to:
• Carefully identify and weight various
components of project work
• Analyze project feasibility and cost-
effectiveness
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• Examine and approve project inputs and
outputs
• Identify stakeholders and their involvement
and contribution
• Define benefits and expectations
• Estimate resources needed
• Perform a preliminary analysis of risks
• Make an outline of project schedule
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• To achieve the project objectives with
minimum expenditure and adequate resources.
AIMS OF PROJECT
FORMULATION
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• Feasibility analysis
• Techno-economic analysis
• Project design & network analysis
• Input analysis
• Financial analysis
• Social cost benefit analysis
• Project appraisal/Pre-investment analysis
7 STAGES OF PROJECT
FORMULATION
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• The project idea is examined whether to go for
detailed investment proposal or not.
• It is done in the context of internal & external
constraints.
• A market analysis is done.
• If the project idea is feasible, we go for second
step or else abandon the idea.
FEASIBILITY ANALYSIS
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• Estimation of project demand potential &
choice of optimal technology are made.
• Market analysis is in-built in this step.
• This stage gives the project a unique
individuality & sets the stage for detailed
design development.
TECHNO-ECONOMIC ANALYSIS
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• Heart of the project.
• Defines individual activities and their inter
relationship with each other.
• The sequence of events of project is presented.
• Detailed work plan of the project is prepared with
time allocation for each activity and presented in
a network drawing.
PROJECT DESIGN & NETWORK
ANALYSIS
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PROJECT DESIGN & NETWORK
ANALYSIS (Contd.)
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• Assesses the input requirement during the
construction & operation of the project.
• Quantitative & qualitative assessment.
• Determines project feasibility from the point of
view of resource requirements.
• It helps in financial & cost benefit analysis.
INPUT ANALYSIS
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• Estimates project cost, operating cost and fund
requirements.
• Aids the decision maker by comparing various
project proposals.
• It is necessary to exercise due care and
foresight in financial forecasts.
FINANCIAL ANALYSIS
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• Overall worth of the project is the main consideration.
• Three categories:
(a)Primary: From the point of view of project
implementing body.
(b)Secondary: Apart from the project implementing
body [spill-over/multiplier effect].
(c)Tertiary: Non-quantifiable spill-over.
SOCIAL COST BENEFIT ANALYSIS
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SOCIAL COST BENEFIT ANALYSIS
(Contd.)
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• The project proposal gets a formal and final shape at
this stage.
• All results obtained in the above steps are consolidated
and arrived at various conclusions.
• Project sponsoring body, implementing body and
external consulting agencies decide whether to accept
the project or not.
• Investment decision is taken.
PRE-INVESTMENT ANALYSIS/
PROJECT APPRAISAL
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• It is the best passport to obtain the required
assistance from financial institutions.
• Aids in government clearances and other
procedure formalities.
• Provides an independent assessment of the
feasibility based on existing government
policies.
WHY IS IT NEEDED?
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Project Initiation Phase
• The Project Initiation Phase is the 1st phase
in the Project Management Life Cycle, as it
involves starting up a new project. You can
start a new project by defining its objectives,
scope, purpose and deliverables to be
produced. You'll also hire your project team,
setup the Project Office and review the project,
to gain approval to begin the next phase.
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Steps of project initiation
Develop the project/business case
Under taken the feasibility study
Establish the project charter
Appoint the project team
Set up project office
Perform the phase review
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Literature review
The ability to review, and to report on relevant
literature is a key academic skill.
A literature review: situates your research focus
within the context of the wider academic
community in your field;
reports your critical review of the relevant
literature;
and identifies a gap within that literature that
your research project will attempt to address.
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After reading your literature review, it should be
clear to the reader that you have up to-date
awareness of the relevant work of others, and
that the research question you are asking is
relevant.
However, don’t promise too much! Be wary of
saying that your research will solve a problem,
or that it will change practice.
It would be safer and probably more realistic to
say that your research will ‘address a gap’,
rather than that it will ‘fill a gap’.
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There are three stages at which a
review of the literature is needed:
An early review is needed to establish the context and
rationale for your study and to confirm your choice of
research focus/question;
As the study period gets longer, you need to make sure that
you keep in touch with current, relevant research in your
field, which is published during the period of your research;
As you prepare your final report or thesis, you need to relate
your findings to the findings of others, and to identify their
implications for theory, practice, and research. This can
involve further review with perhaps a slightly different
focus from that of your initial review.
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Identifying What has Triggered your
Project
TRIGGERS In the process of being able to
identify risk
it is an important Project Management tool to be
able to identify certain indicators, or triggers,
in order to anticipate risk before it becomes an
issue.
A deliberate method is employed to both identify
and monitor risk.
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During this risk identification process, triggers
are identified. And these triggers are tracked
during the risk monitoring and control process.
This system of checks and balances provides
Project Management methods for keeping a
close watch of risk and its triggers.
These triggers, sometimes also referred to as risk
symptoms or warning signs, are identified
early enough during this risk identification
process to be closely observed.
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Once they are identified, then they are scrutinized in
the risk monitoring and control process, thus
adding a series of quality assurance and quality
control to risk management.
As it is critical during Project Management that risk
is managed appropriately, being able to control
those triggers is pertinent to efficient operations.
This process is designed to do just that. Once this
process is implemented and is operational, risk
management will become considerably easier
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Goals and Objectives
Projects are planned and implemented in terms of
their Goals and Objectives set by the Project
Champion and Stakeholders
Goals and Objectives must be clearly defined and
established at the outset.
Goals are outcomes whilst Objectives are
activities that will result in the desired outcome

• Goal and Objectives can be seen as a contract
between the project manager and sponsors
(Watson, 1998).
• not set in stone and can be changed with the
agreement of those involved should the project
requirements change during the process
• all changes must be agreed upon between the
project manager and sponsors, and
communicated to project team.

what are Project Goals and Objective?
To answer this question three interrelated queries
need to be identified:
• What are the project objectives?
• What are the outputs from project?
• What are the criteria for assessing project success?
Bee and Bee (1997) argue that the answer to above queries
provide the vital foundation for successful completion of all
subsequent project stages
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Terms of reference (TOR)
Terms of reference (TOR) define the purpose
and structures of
a project, committee, meeting, negotiation, or
any similar collection of people who have
agreed to work together to accomplish a
shared goal.
The terms of reference of a project are often
referred to by whom? as the project charter.
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Terms of reference show how the object in
question will be defined, developed, and
verified.
They should also provide a documented basis for
making future decisions and for confirming or
developing a common understanding of the
scope among stakeholders.
In order to meet these criteria, success
factors/risks and constraints are fundamental.
They are very important for project proposals.
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• Developing a well-specified Terms of Reference (ToR)
is a vital step in managing a high-quality evaluation.
• ToRs provide an important overview of what is
expected in an evaluation.
• In an external evaluation the ToR document provides
the basis for a contractual arrangement between the
commissioners of an evaluation and a
consultant/evaluation team and establishes the
parameters against which the success of an evaluation
assignment can be assessed.
• The specific content and format for a ToR will vary to
some extent according to organizational requirements,
local practices, and the type of assignment.
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Common elements of a ToR include:
1. Why and for whom the evaluation is being done
• Background knowledge about the evaluate including
objective, strategy and progress to date
• Purpose(s) of the evaluation
• Primary intended users and uses
• Key evaluation questions.
2. How it will be accomplished
• Overall scope and approach
• Evaluation methodology/evaluation plan (sometimes
done as part of the ToR and sometimes done as part of
the evaluation proposal or as the first deliverable in the
evaluation project)
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3. Who will undertake the evaluation and accountabilities
• Professional qualifications, experience and expertise
required for the evaluator or evaluation team.
• Roles and responsibilities of the parties, including processes
for signing off on the evaluation plan and reports
4. Milestones, deliverables and timelines
• What deliverables are required and when - for example,
detailed evaluation plan, inception report, progress report,
interim report, draft final report, final report and Timelines
5. What resources are available to conduct the evaluation
• Budget (if organization's policy allows this to be stated)
• Existing data
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Request for Proposal (RFP)
A request for proposal (RFP) is a document that
solicits proposal, often made through a bidding
process, by an agency or company interested
in procurement of a commodity, service or
valuable asset, to potential suppliers to
submit business proposals.
It is submitted early in the procurement cycle,
either at the preliminary study, or procurement
stage.
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Structure of an RFP
Key sections of an RFP
1. Why? Reasons why your organization need to
buy a new solution.
2. Who? Description of your organization.
3. What? Nature of your project.
4. How? Contract. Information needed from
suppliers. Proposal evaluation criteria. Contract
award criteria.
5. When? Selection process timeframe and
deadlines.
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2. Statement of Purpose Describe the extent of
products and services your organization is
looking for, as well as, the overall objectives
of the contract.
3. Background Information Present a brief
overview of your organization and its
operations, using statistics, customer
demographics, and psychographics. State your
strengths and weaknesses honestly. Don’t
forget to include comprehensive information
on the people who will handle future
correspondence.
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4. Scope of Work Enumerate the specific duties
to be performed by the provider and the
expected outcomes. Include a detailed listing
of responsibilities, particularly when
subcontractors are involved.
5. Outcome and Performance Standards Specify
the outcome targets, minimal performance
standards expected from the contractor, and
methods for monitoring performance and
process for implementing corrective actions.
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6. Deliverables Provide a list of all products,
reports, and plans that will be delivered to your
organization and propose a delivery schedule.
7. Term of Contract Specify length, start date and
end date of the contract, and the options for
renewal.
8. Payments, Incentives, and Penalties List all
the terms of payment for adequate
performance. Highlight the basis for incentives
for superior performance and penalties for
inadequate performance or lack of compliance.
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9. Contractual Terms and Conditions Attach
standard contracting forms, certifications, and
assurances. You may include requirements
specific to this particular contract.
10. Requirements for Proposal Preparation A
consistent structure in terms of content,
information, and documents types simplifies
things for the people evaluating the proposals.
Therefore, you should request a particular
structure for the proposal and provide an
exhaustive list of documents you want to receive.
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11. Evaluation and Award Process Lay down the
procedures and criteria used for evaluating proposals
and for making the final contract award.
12. Process Schedule Clearly and concisely present the
timeline for the steps leading to the final decision, such
as the dates for submitting the letter of intent, sending
questions, attending the pre-proposal conference,
submitting the proposal, etc.
13. Points of contact for future correspondence Include a
complete list of people to contact for information on the
RFP, or with any other questions. Incorporate their
name, title, responsibilities, and the various ways of
contacting them into this list.
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THANK YOU
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Unit 3: Project planning and development 10
Hours
• Project planning and developmental process
• Understand project objectives
• Identify key project stages
• Prepare work break down structure
• Determine logical sequence of activities
• Estimate time and resource requirements
• Allocate responsibilities for each activity
• Finalize project plan
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Project Manager Role
• A Good Project Manager
– Takes ownership of the whole project
– Is proactive not reactive
– Adequately plans the project
– Is Authoritative (NOT Authoritarian)
– Is Decisive
– Is a Good Communicator
– Manages by data and facts not uniformed optimism
– Leads by example
– Has sound Judgement
– Is a Motivator
– Is Diplomatic
– Can Delegate
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Stakeholder Engagement
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Project Planning
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Project Planning
• Adequate planning leads to the correct completion
of work
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99

Planning
• Inadequate planning leads to frustration towards
the end of the project & poor project
performance
Project Start Project End
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100

Work Breakdown Structure (WBS)
• The Work Breakdown Structure is the foundation for
effective project planning, costing and management.
• It is the most important aspect in setting-up a Project
 It is the foundation on which
everything else builds
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Work Breakdown Structure - Definition
“A Work Breakdown Structure (WBS) is a
hierarchical (from general to specific) tree
structure of deliverables and tasks that need to
be performed to complete a project.”
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Project Risk Management
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Unit 3: Project planning and development
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Project planning and developmental
process
• Understand project objectives
• Identify key project stages
• Prepare work break down structure
• Determine logical sequence of activities
• Estimate time and resource requirements
• Allocate responsibilities for each activity
• Finalize project plan
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Understand project objectives
• A statement of the problem, not the solution.
• Normally contains errors, ambiguities, &
misunderstandings
• Need a written definition of requirements and
deadlines
• Should be clear, complete and rigorous to eliminate
misunderstandings, contradictions, oversight of
technical difficulties
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Identify key project stages
• The work duplicates or negates work already
done
• The deliverable is not appropriate
• The time frame is unrealistic
• The work depends on work of others
• The resources are not available
• The cost is prohibitive
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Identify key project stages
• Tasks that must be accomplished
• Relationship of each task to the specifications
• Who will do what?
• When will it be done?
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Prepare work break down structure
• Break project down into a series of task
• Break each task down into subtasks
• Continue until all items are doable and
understandable
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Project Breakdown
• Skills/processes that must be learned
• Equipment/supplies that must be ordered
• Preliminary tests
• Sample collection
• Sample preparation
• Measurements
– Experimental setup
– Protocol
• Data analysis
• Statistical Analysis
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Project Breakdown
• Sample Collection
– Contact supplier (at Tech Farm)
– Prepare collection materials
• Sample container
• Preservative (e.g. Sodium Citrate)
– Collect sample
– Perform preliminary quality control
– Transport sample
– Store sample
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Estimate time and resource
requirements
• Start at the bottom of the tree. I.e. sum the time for individual
subtasks to estimate total task time.
• Times are based on previous experience
• They are always wrong – plan accordingly
• Example: How long should it take you to climb the statue of
Liberty?
– Estimate the number of steps
– Estimate the time per step
– Can do a preliminary study on a flight of stairs
• Add extra buffer where tasks depend on one another
• Weigh speed against quality
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Determine logical sequence of activities
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A finish-to-start relationship exists if one activity must
finish before another activity starts.
A start-to-start relationship exists if one activity cannot
start until another activity starts.
A finish-to-finish relationship exists if the one activity
cannot finish until another activity finishes.
A start-to-finish relationship exists if one activity must
start before another can finish.
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Estimate time and resource
requirements
Step 1: Understand What's Required
Step 2: Order These Activities
Step 3: Decide Who You Need to Involve
Step 4: Make Your Estimates
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Allocate responsibilities for each
activity
Teams needs to agree on who is going to carry out
which role (role allocation). This need not be
fixed for the lifetime of the team, particularly in
operational teams.
You may want to allocate the crucial roles within
the team to the people who would like to take
them, are best qualified to carry them out through
prior or current experience, or even to people who
would like to take on an unfamiliar role in order
to gain experience of performing that role.
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Allocate responsibilities for each
activity
• Assign tasks to specific people (or teams)
• Order tasks so that they occur in a logical sequence
• Match tasks to abilities of the team
• Allow for flexibilities – the team can do sub-planning
• Match task with personalities and goals
– Person 1 needs more responsibility
– Person 2 needs more detail
– Person 3 needs to learn how to use the fluorescent microscope
• One person (or team) may do multiple tasks (e.g. to reduce
boredom).
• Do not overspecify
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Finalize project plan
1. Compile deliverables or results from all the Planning Stage
activities into a project plan document.
2. Distribute the project plan to the Project Sponsor and other
appropriate stakeholders.
3. Schedule a meeting with Project Sponsor and other relevant
stakeholders to review the project plan deliverables.
4. Make any changes from the formal review and finalize the
project plan deliverable.
5. Ask the Project Sponsor to acknowledge if the project will
proceed.
6. Obtain signatures from the Project Sponsor and any other
designated stakeholder
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Project Plan Development
• Project Plan Development Approach
• Setting Up Tasks
• Planning the Transition from the Project Team
to a Line Organization
• Project Documentation
• Project Plan Evaluation
• Some Guidelines
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Project Plan Development Approach
• What is the purpose of the project?
• Management
• Technology
• Business Process
• Customers
• Suppliers
• What is the scope of the project?
• What are the tangible benefits from completing
the project? “If the project were not done or if it failed, what would
be the impact?”
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Project Plan Development Approach
• Step 1: Determine the project concept
• Step 2: Assess the project
• Step 3: Develop a strategy for the project
• Step 4: Identify major milestones and initial schedule
• Step 5: Define initial budget – using milestones.
• Step 6: Identify groups/organizations will be involved
• Step 7: Determine the methods/tools to be employed in the project
• Step 8: Identify the areas of risk and association them with milestones and
tasks
• Step 9: Refine the schedule and budget
• Step 10: Identify project manager/leader
• Step 11: Identify and establish the project team
• Step 12: Develop the detailed project plan
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Step 1: Determine the Project Concept
• Project Concept:
– Purpose of the project
– Scope of the project
– Benefits of the project
– General roles of the project – which organizations are going to
do what
– Basic issues that the project may face
• Evaluation of Specific Objectives & Scope
– Do the objectives and scope fit with the organization?
– Are the objectives too broad or too focused?
– Are potential resources available?
– What are the areas of risks?
– Are the benefits reasonable given the purpose and scope?
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Step 2: Assess the Project
• Perspectives:
• Technology
• Competition
• Government Regulations
• Politics
• Cross-impacts examples
• First, determine which items can be employed in the project
• Second, determine where risks lie up front, before the project
is started.
• Third, use the list to validate your objectives and scope.
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Step 3: Develop a Strategy for the Project
• What should your strategy address?
– How will you organize the project?
– How will you select the project leader/team?
– What will be the role of the team in project management?
– How will you manage risk and address issues?
• First – define your approach for each of the above items
(including alternatives)
• Second – refine your approach by considering political,
organizational, and technological factors
• Third – evaluate each alternative
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Step 4: Identify Major Milestones and Initial
Schedule
• Milestones:
– Draw up at least 10 to 20 milestones for each
subprojects.
– Logically relate the milestones between the
subprojects in terms of dependences.
– Take a piece of paper and lay it out sideways.
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Step 5: Define Initial Budget
• List 4 or 5 key resources for each milestone
• Next, develop an initial budget by milestones
for each subprojects (always develop your initial budget
buttom-up).
• Estimate overhead and other resources as a
group (including facilities, supplies, and equipments as well as
personnel).
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Step 6: Identify Groups/Organizations Will be
Involved
• Organization Role
• Impt. of Involvement
• Create an table as above.
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Step 7: Determine the Methods & Tools to be
Employed in the Project
• First, determine the set of methods/tools for
the actual work.
• Another set of methods and tools for the
project management.
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Step 8: Identify the Areas of Risk and Associate
them with Milestones & Tasks
• Refine and label more detailed milestones which involve risks
(smaller milestones).
• Use the list of issues that may impact the project as defined in
the project concept.
• Identify any tasks (milestones) to which an issue pertains.
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Step 9: Refine the Schedule and Budget
• Refine the estimates of budgets and schedule
based upon the “risks” identified in the tasks.
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Step 10: Identify Project Managers
• Identify several alternative project managers
• Need a backup plan for a project leader when
leaves a project before completion.
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Step 11: Identify and Establish the Project
Team
• Identify and establish a few key people as the
core of the project team.
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Step 12: Develop Detailed Project Plan
• For each subproject enter the milestones and the resources
that you identified.
• New define the tasks that lead up to each milestone (you
now have a work breakdown structure with a list of tasks).
• Establish dependencies between tasks.
• Assign up 4 to 5 resources per task.
• Estimate the duration of each task and set the start date of
the project.
• Assign the quantity of each resource for the tasks.
• Analyze the schedule and make changes by changing
duration, dependencies, resources, and starting dates.
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Concept and definition of project
planning, importance of project planning
Project planning is part of project management,
which relates to the use of schedules such
as Gantt charts to plan and subsequently report
progress within the project environment
Project planning is a discipline for stating how to
complete a project within a certain timeframe,
usually with defined stages, and with designated
resources.
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Project planning is a procedural step in project
management, where required documentation is created
to ensure successful project completion. Documentation
includes all actions required to define, prepare,
integrate and coordinate additional plans. The project
plan clearly defines how the project is executed,
monitored, controlled and closed.
Project planning requires an in-depth analysis and
structuring of the following activities:
• Setting project goals
• Identifying project deliverables
• Creating project schedules
• Creating supporting plans
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Definition of project planning
Project planning entails organizing people and
resources, and dealing with uncertainty and
risk to execute the project systematically.
• A project planning model is a technical
discipline in its own right, and the two most
popular examples of project planning models
are PRINCE2 and PMBOK.
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PRINCE2
• PRINCE2 or "Projects in Controlled
Environment" is a rigid and structured
approach to project planning, detailing
rigorous and formalized roles, responsibilities,
and channels of communication for each
aspect of the project.
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The processes of PRINCE2 project planning model include
• Starting Up (SU), which includes objective-setting, establishing an
approach and constituting the project team.
• Initiating a Project (IP) or determining the time and resources required for
the entire project, or augmenting the project brief into a business case.
• Directing a Project (DP) or determining the authorized personnel for each
component or stage of the project, developing guidelines for authorizing
stage plans and giving ad hoc directions when required, and detailing ways
to confirm project closure.
• Controlling a Stage (CS) or monitoring and reporting the project
component, including assessment and review of progress based on plan,
and details of escalating issues that arise or taking corrective action.
• Managing Product Delivery (DP) or creating, delivering and reviewing
project components.
• Managing Stage Boundaries (SB) or reporting on the current management
stage and planning for the next stage.
• Closing a Project (CP), or de-commissioning the project and freeing up the
resources tied up to the project, and identifying follow-on actions
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PMBOK
• PMBOK, or “Project Management Body Of
Knowledge" is an industry standard project
planning model and the dominant
methodology in use in North America.
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PMBOK lists 42 processes spread over nine knowledge areas of
integration management:
1. Project Integration Management,
2. Scope Management,
3. Time Management,
4. Cost Management,
5. Quality Management,
6. Human Resource Management,
7. Communications Management,
8. Risk Management, and
9. Procurement Management.
All 42 processes find further grouping into five categories: initiating,
planning, executing, monitoring or controlling, and closing.
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IMPORTANCE OF PLANNING:
1. Improve communication with clients
The most important part of successfully completing a project
is communication with your client. By keeping in constant
contact, you can better understand your client’s wishes and
execute the task accordingly. And with milestones written
into the project plan, the client can always give input if
the project is going in the wrong direction.
2. Increase the transparency of your own work
The client likely wants to be informed about every step,
particularly with projects which the client has little to no
knowledge
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3. You become more organized
• Particularly as a freelancer or self-employed
person, you might have to handle several project
at the same time. If you do not consider the
processing times for a project, you can easily
underestimate them and end up missing a
deadline at all.
4. Focus on the project goal
• Details are important. You should, however, be
careful not to lose yourself in them. With every
step you plan, you should ask yourself if it is
relevant to the end product.
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Approach of project planning
- Conventional Methods
- Logical frame work approach in project
planning- Concept, definition and
major steps in LFA
• Situation Analysis
• Strategy Analysis
• Project Planning Matrix
• Implementation
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In project management there are a variety of
approaches and methods that can be employed
in managing different kinds of project.
All the types of project methodology can be
conditionally divided
into traditional and modern approaches.
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Traditional Approach
A traditional approach involves a series of consecutive stages in the
project management process. It is a step-by-step sequence to design,
develop and deliver a product or service.” – one portion of work
follows after another in linear sequence. It entails achieving the
succession in the implementation process and provides the benefits
of milestone-based planning and team building.
The following stages are included the traditional project management
methodology:
• Initiation (requirements specification)
• Planning and design
• Execution (construction and coding)
• Control and integration
• Validation (testing and debugging)
• Closure (installation and maintenance)
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• Five additional features that must be added to
this basic approach to eliminate most of the
development risks.
– STEP 1: Program design comes first
– STEP 2: Document the design
– STEP 3: Do it twice
– STEP 4: Plan, control and monitor testing
– STEP 5: Involve the customer

STEP 1: Program design comes first

STEP 4: Plan, control and monitor testing

Advantage
• progress can be conclusively identified
(through the use of milestones) by both
vendor and client
• ensures minimal wastage of time and effort
• reduces the risk of schedule slippage, or of
customer expectations not being met

Modern Approaches
Project Management Body of Knowledge (PMBOK) Guide
IS NOT a PM methodology in its “pure state“, many people regard it
as the methodological approach to planning, executing, controlling
and terminating various projects. Meanwhile, the PMBOK Guide is
a broad inventory of best practices and ideas on planning and
implementing projects.
PRINCE2
• Projects IN Controlled Environments 2 (PRINCE2) presents a suite
of process-driven methods and documentation-oriented approaches
that allow driving various projects in the private sector. It was
developed the UK Government, and today this great example of
project management methodology is used both in the UK and
internationally.
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CPM
• Critical path method (CPM) explores the most important
or critical tasks of a project by defining possible activity
sequences and estimating the longest duration of each
sequence. It helps figure out how long it will take to
complete the work and what tasks will compose the scope.
Lean
• Lean PM methodology intends to maximize customer value
and minimize resource waste. Lean project management lets
organizations create higher value for their customers with
fewer resources. This approach achieves perfection in
customer satisfaction and value generation through
implementing an optimized process flow that eliminates
waste in products, services, transportation, inventories, etc.
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Six Sigma
• The method of Six Sigma was originally developed by Motorola to
improve its production processes by eliminating defects (defined as “non-
conformity of a product or service to its specifications”).
CCPM
• Critical Chain Project Management (CCPM) is the way to plan, implement
and review various kinds of work in single- and multi-project
environments. This management methodology uses Theory of
Constraints (TOC) and the concept of buffers to establish improved task
durations and manage resource-dependent tasks and activities.
SCRUM
• SCRUM is an example of Agile PM methodology that involves teams in
producing a software product in 30-day “sprints” and monthly “scrum
sessions“. In a SCRUM-driven project, the deliverables are broken down
into 30-day intervals. This methodology example is specific and applicable
mainly to collaborative, 100%-dedicated teams, with no heavily
constrained time and materials budget.
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Log Frames Model
• Log Frames or Logical Frameworks is another project-
planning model.
• This model adopts a top-down approach to project
planning by identifying the activities in a project with a
rigorous risk and assumptions analysis through a 4x4
matrix.
• One side of the matrix includes project goals, project
tasks or projects, outputs or deliverables, and activities
of the project on one side, and the other side of the
matrix includes indicators of achievement, means of
verification, and important risks or assumptions on the
other side.
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The United States Agency for International
Development (USAID) first adopted Log
Frames in 1969 as a tool for strategic planning,
and since then this model finds widespread
application with most fund raising agencies.
The biggest strength of Log Frames model is its
simplicity that allows capturing of all project
aims and objectives on one sheet of paper.
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What is LFA?
• LFA is a systematic planning procedure for
complete project cycle management
• It is a problem solving approach which takes
into account the views of all stakeholders
• It also agrees on the criteria for project success
and lists the major assumptions
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History of LFA
• Developed in response to poor planning and
monitoring of Development projects
• The first logical framework developed for USAID
at the end of 1960’s
• GTZ was responsible for the development of
ZOPP or Zielorientierte Projekt Planung
• NORAD made a significant contribution in 1990
with their handbook
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Key Features of Logframe Matrix (cont’d)
• Develop a common understanding of the
expectations of a programme by delineating a
hierarchy of aims;
• Define indicators of success and establish criteria
for monitoring and evaluation;
• Define critical assumptions on which the
programme is based; and
• Identify means of verifying programme
accomplishments
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KEY FEATURES OF LOGFRAME
MATRIX
The LOGFRAME MATRIX is a participatory
Planning, Monitoring & Evaluation tool whose
power depends on the degree to which it
incorporates the full range of views of intended
beneficiaries and others who have a stake in the
programme design. It is a tool for summarizing
the key features of a programme and is best used
to help programme designers and stakeholders
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PLAN DOWNWARDS
PLAN DOWNWARDS
Goal
Assumptions
Purpose
Assumptions
Outputs
Assumptions
Activities
Assumptions
Inputs
AND THEN
THINK UPWARDS
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Means of verification
The specific sources from which the status of
each of the indicators can be ascertained
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ASSUMPTIONS AND RISKS
Assumptions and risks are external conditions that
are outside the control of the programme. The
achievement of aims depends on whether or not
assumptions hold true and the risks do not
materialize.
If cause and effect is the core concept of good
programme design, necessary and sufficient
conditions are the corollary. The sufficient
conditions between the levels in the hierarchy of
aims are the Assumptions. This is the external logic
of the programme.
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Assumptions and Risks (cont’d)
When working on a programme, we make
assumptions about the degree of uncertainty
between different levels of aims. The lower the
uncertainty that certain assumptions will hold
true, the stronger the programme design. Any
experienced manager will agree that the
assumptions - the failing assumptions - can derail
a programme as often as poorly executed outputs.
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Assumptions and Risks (cont’d)
Logframe demands that all hypotheses, assumptions
and risks relevant to a programme are made
explicit.
By implication, this then further demands that the
appropriate action is considered (and if necessary
taken) before problems materialise.
– How important are the assumptions
– How big are the risks
– Should the programme be redesigned?
– Should elements of the proposed programme be
abandoned?
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LOGICAL FRAMEWORK MATRIX
Narrative
Summary
Verifiable
Indicators
(OVI)
Means of
Verification
(MOV)
Important
Assumptions
GOAL
PURPOSE
OUTPUTS
ACTIVITIES Inputs
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Objective analysis
DFID
1 goal
1 purpose
4-5 Outputs
EC
1-3 overall objectives
1 specific objective:
3- 5 Results
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Logframe
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Log-Frame
Project Description
Intervention Logic
Objectively
Verifiable
Indicators
Means and
Sources of
Verification
Assumptions
Overall
objective(s)
Specific
objective
Results
Activities
Means Costs
The log-frame is the summary of the project
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Logframe
Specific
Problem
Cause 1 Cause 2 Cause 3
Effect 1 Effect 2
Specific
Objective
Result
1
Result
2
Result
3
Overall
objective 1
Overall
objective 2
Activities 1
Activities
2
Activities
3
Overall
objectives
Specific
objective
Results
Activities
Indicators
Indicators
Indicators
Verification
sources
Verification
sources
Verification
sources
Assumptions
Means Costs
Specific
Problem
Effect 1 Effect 2
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Logframe
Project Description Indicators Verification sources Assumptions
Overall
objectives
Specific
objective
Results
Activities Means Costs
Part of the project for which
WE are RESPONSIBLE
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Logframe
Overall
objectives
Specific
objective
Results
Shows how we CONTRIBUTE
to national/international
development efforts
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Logframe
Overall
objectives
Specific
objective
Results
Shows which external factors
outside our influence
Have a positive impact on the project
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Logframe
Specific
Problem
Effect 1 Effect 2
Specific
Objective
Result
1
Result
2
Result
3
Overall
objective 1
Overall
objective 2
Activities 1
Activities
2
Activities
3
Concept note
1 Relevance of the
action
2 Description of the
action and its
effectiveness
3 Sustainability of the
action
Full
Application
Xxxxxxxx
Xxxxxx
Xxxx
xxx
Overall
objectives
Specific
objective
Results
Activities
Indicators
Indicators
Indicators
Verification
sources
Verification
sources
Verification
sources
Assumptions
Means Costs
Specific
Problem
Effect 1 Effect 2
Annex B.1: Budget
Annex B.2: Financ. sources
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Time management and
development of work
plan/GANNT chart, Its
importance
in project management

191
Project Time Management Processes
• Project time management involves the
processes required to ensure timely completion
of a project. Processes include:
– Activity definition
– Activity sequencing
– Activity duration estimating
– Schedule development
– Schedule control
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Time Management is essentially the ability to
organize and plan the time spent on activities
in a day. The result of good time management
is increased effectiveness and productivity.
It is a key aspect of project management and
involves skills such as planning, setting goals
and prioritizing for a better performance.
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Why Is It so Important?
A lack of effective time management can have a
negative impact on a project in the long run.
Time is one of the three triple constraints and
any deviation from the schedule has an effect
on the cost and scope of a project.
In most cases time really is money. Ineffective
time management can also increase stress and
frustration in the project manager and the team
members. Worst case scenario: a burnout.
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Effective Time Management
• The key to good time management is not to
work more, but to work more efficiently. This
means that you should structure your time so
that you get more done in less time
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Avoid distractions
Today’s world offers a lot of distractions. Emails,
instant messages, funny animal videos and so on.
It is important to eliminate these distractions
while working so that you can focus on the
important tasks at hand.
Task list and priorities
Planning is key in project management. An
effective planning method is to identify all the
tasks that you need to do to complete a project.
This can be done by making a to-do or task list.
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Estimate and track time accurately
After you have identified and prioritize the
tasks it is time to estimate how much time it
will take to complete them. Make sure that you
include all constraints and other factors in your
estimation.
Create a schedule
After all the planning and estimating, you
can create a project schedule, which includes
all tasks and their duration.
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197
How to manage time in Project
1. Activity Definition
• Project schedules grow out of the basic
document that initiate a project
– Project charter includes start and end dates and
budget information
• Activity definition involves developing a more
detailed WBS and supporting explanations to
understand all the work to be done so you can
develop realistic duration estimates

198
Activity Sequencing
• Involves reviewing activities and determining
dependencies
– Mandatory dependencies
– Discretionary dependencies:
– External dependencies: involve relationships
between project and non-project activities
• You must determine dependencies in order to
use critical path analysis

199
Project Network Diagrams
• Project network diagrams are the preferred
technique for showing activity sequencing
• A project network diagram is a schematic
display of the logical relationships among, or
sequencing of, project activities

200
Arrow Diagramming Method (ADM)
• Also called activity-on-arrow (AOA) project
network diagrams
• Activities are represented by arrows
• Nodes or circles are the starting and ending
points of activities
• Can only show finish-to-start dependencies

201
Precedence Diagramming Method
(PDM)
• Activities are represented by boxes
• Arrows show relationships between activities
• More popular than ADM method and used by
project management software
• Better at showing different types of
dependencies

202
Activity Duration Estimating
• After defining activities and determining their
sequence, the next step in time management is
duration estimating
• Duration includes the actual amount of time
worked on an activity plus elapsed time
• Effort is the number of workdays or work
hours required to complete a task. Effort does
not equal duration
• People doing the work should help create
estimates, and an expert should review them

203
Schedule Development
• Schedule development uses results of the other
time management processes to determine the
start and end date of the project and its
activities
• Ultimate goal is to create a realistic project
schedule that provides a basis for monitoring
project progress for the time dimension of the
project
• Important tools and techniques include Gantt
charts, PERT analysis, critical path analysis,
and critical chain scheduling

Gantt Chart
• Visual scheduling tool
• Graphical representation of information
• Show dependencies between tasks,
personnel, and other resources allocations
• Track progress towards completion

205
Gantt Charts
• Gantt charts provide a standard format for
displaying project schedule information by
listing project activities and their
corresponding start and finish dates in a
calendar format
• Symbols include:
– A black diamond: milestones or significant events
on a project with zero duration
– Thick black bars: summary tasks
– Lighter horizontal bars: tasks
– Arrows: dependencies between tasks

Building a Gantt Chart
• List all tasks and milestones from the
project along the vertical axis
• List time frame along the horizontal axis
Activity 1
Activity 2
Milestone
Time Frame: day 1 day 2 day3

207
Figure . Gantt Chart for Project X

208
Critical Path Method (CPM)
• CPM is a project network analysis technique
used to predict total project duration
• A critical path for a project is the series of
activities that determines the earliest time by
which the project can be completed
• The critical path is the longest path through
the network diagram and has the least amount
of slack or float

209
Finding the Critical Path
• First develop a good project network diagram
• Add the durations for all activities on each
path through the project network diagram
• The longest path is the critical path

210
Simple Example of Determining the
Critical Path
• Consider the following project network
diagram. Assume all times are in days.
2 3
4
5
A=2 B=5
C=2
D=7
1 6
F=2
E=1
start finish
a. How many paths are on this network diagram?
b. How long is each path?
c. Which is the critical path?
d. What is the shortest amount of time needed to complete this project?

211
Figure 6-8. Determining the Critical Path for
Project X

212
Program Evaluation and Review
Technique (PERT)
• PERT is a network analysis technique used to
estimate project duration when there is a high
degree of uncertainty about the individual
activity duration estimates
• PERT uses probabilistic time estimates based
on using optimistic, most likely, and
pessimistic estimates of activity durations

213
PERT Formula and Example
• PERT weighted average formula:
optimistic time + 4X most likely time + pessimistic time
6
• Example:
PERT weighted average =
8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6
where 8 = optimistic time, 10 = most likely time, and 24 =
pessimistic time

214
Using Software to Assist in Time
Management
• Software for facilitating communications helps
people exchange schedule-related information
• Decision support models help analyze trade-
offs that can be made
• Project management software can help in
various time management areas

Thank you.
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Project Budget sources
An estimate of costs, revenues, and resources over a
specified period, reflecting a reading of future financial
conditions and goals.
One of the most important administrative tools, a budget
serves also as a
(1) plan of action for achieving quantified objectives,
(2) standard for measuring performance, and
(3) device for coping with foreseeable adverse situations.
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It’s an invaluable tool to help you prioritize your
spending and manage your money—no matter
how much or how little you have.
The budgeting process typically begins with a
strategy planning session by senior
management.
The management team then applies the agreed
strategic direction to a series of plans that roll
up into a master budget.
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The plans include a sales budget, production
budget, direct materials budget, direct labor
budget, manufacturing overhead budget, sales and
administrative budget, and fixed assets budget.
All of these plans roll up into the master budget,
which contains a budgeted income statement,
balance sheet, and cash forecast.
There may also be a financing budget in which is
itemized the debt and equity structure needed to
ensure that the cash requirements of the budget
can be met.
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Importance of funding
Planning and monitoring your budget will help you
identify wasteful expenditures, adapt quickly as
your financial situation changes, and achieve your
financial goals.
When you actually see the breakdown of your
expenses, you may be surprised by what you find;
this process is essential to fully grasping how
things can add up.
Creating a budget will decrease your stress
levels because, with a budget, there are no
surprises.
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Source of funding
• The main sources of income are:
• Gifts and donations
• Grants
• Loan financing and equity capital
• Contracts
• Trading
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Funding from member states for the UN and its affiliated programs
and specialized agencies comes from two main sources: assessed
dues and voluntary contributions.
Voluntary contributions are, as the term implies, not obligatory, but
instead left to the discretion of individual member states. These
contributions—which account for more than half of what the U.S.
provides to the UN in any given year—are vital to the work of UN
humanitarian and development agencies, including the UN
Children’s Fund (UNICEF), World Food Program (WFP), UN
Development Program (UNDP), and UN Refugee Agency
(UNHCR).
Assessed dues are payments that all UN member states, including the
U.S., are obligated to make by virtue of their membership in the
organization. These assessments provide a reliable source of funding
to core functions of the UN Secretariat via the UN regular and
peacekeeping budgets. In addition, each of the UN’s specialized
agencies have their own assessed budgets that member states are
required to help finance as well.
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Transparency of project fund process
Transparency, implies openness, communication, and
accountability.
Transparency is the extent to which investors have
ready access to required financial information about a
company, such as price levels, market depth and
audited financial reports.
Transparency refers to the extent and ease with which
citizens can access information about and provide
feedback on revenues, allocations, and expenditures.
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Benefits of budget transparency
Accountability
Integrity
Inclusiveness
Trust
Quality
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Budgets transparent and transforming them
into tools which empower citizens to
influence policy, programs, and resource
allocations.
Budget transparency activities can and should
occur at multiple levels of government-
national, provincial, local, and service-
delivery facility (e.g., school or health
facility).
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Common types of mutual funds
1. Money market funds
2. Fixed income funds
3. Equity funds
4. Balanced funds
5. Index funds
6. Specialty funds
7. Fund-of-funds
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There are 6 Basic Types of Funds
Unrestricted Community Funds: These funds provide the
greatest flexibility to The Foundation in its goal of
responding to disparate and unforeseen needs. Income from
these funds is used to award competitive grants in the areas
of human services, health, the arts, education, the
environment and conservation, the needs of the elderly and
many others.
Field of Interest Funds
• Field of interest funds support areas of special concern to
the donors. Donors can request The Foundation to award
grants within defined spheres of interest such as the arts,
education, the environment, historic preservation or health.
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Donor Advised Funds
• These allow donors to actively participate in the grant making process.
Such funds can either be endowed or one in which principal is expended.
Disbursement recommendations can be made at any time.
Scholarship Funds
• Donors assist deserving students in addressing the financial needs of post-
secondary education. A scholarship fund can be very rewarding for the
donor who, if they choose, may determine the criteria for the scholarship
and participate in the recipient selection process.
Agency Endowments
• Agency Endowment Funds are established by nonprofit organizations to
provide perpetual income to them. The Foundation handles all
administrative and investment responsibilities, freeing the organization to
pursue its charitable mission.
Designated Fund
• Income from Designated Funds is specified by donors to be given regularly
to named charitable organizations. Through a designated fund, donors can
be assured that their permanent endowment will provide funds to the
organizations they select for years to come.
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Memorial Tribute Funds
Created by donors to commemorate a person,
family or important event. Initially, these
Funds are deemed ‘Donor Advised Flow
Through’ until the family’s readiness to
confirm direction and structure after which the
relevant documentation is formalized.
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Student Award Funds
• Designated Student Award Fund: Donors
establish a Fund designated to a specific
educational institution that selects deserving
individuals pursuing education or training.
• Donor Advised Student Award Fund: Calgary
Foundation administers the Fund by creating and
distributing applications and disbursing funds to
the institution the selected recipient is attending.
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Donor Designated Fund
• Established to support specific charitable
organizations. If a designated organization
merges or ceases to exist, the annual
distributions are redirected to the successor
entity, failing which to an organization with a
similar mission.
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THANK YOU
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Project management

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