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05 Project management
1. Project
Management
Hirotaka Onishi MD, PhD, MHPE
Dept of International Cooperation for Medical Education
International Research Center for Medical Education
Graduate School of Medicine, University of Tokyo
2. Project
Latin verb proicere
pro : precedence, something that comes
before something else in time
icere : to throw, to do
Planned set of interrelated tasks to
be executed over a fixed period and
within certain cost and other limitations.
(http://www.businessdictionary.com/)
3. Logic Model
(Logical Framework)
Used for result-based management
Emphasize causal relationship among
input activity output outcome
impact
Identify important assumptions to
possibly affect the success
3
4. Menu
1. Overview of Logframe
2. Logframe and planning
3. Project management
4
6. Structure of Programme
Programme
Project purpose
Output
Activity
Activity
Output
Activity
Activity
Project purpose
Output
Activity
Activity
Output
Activity
Activity
6
Impact: A Development
Issue of the Partner country
Outcome
Output
7. PCM: Project Cycle with
Logframe
Plan
Do
Check
7
Recheck plan
Logframe
Implementation/monitoring
of input/activity
Achievement of
items in Logframe
Relationship
among items and
assumptions
Develop and assess
the Logframe
9. Project Design Matrix (PDM)
Narrative summary Objectively
verifiable indicators
Means of
verification
Important
assumptions
Overall goal
Indirect, long-term effects;
impact on the target society
Indicators and target
values to measure
Achievement toward
the overall goal
Information
sources for
the indicators
at left
Conditions required for the
project effects to be
sustainable
Project purpose
Direct effects on the target
group and Society
Indicators and target
values to measure
achievement toward
the project purpose
Information
sources for
the indicators
at Left
External factors which must
be met so that the project
can contribute to the overall
goal, but with uncertainty
Outputs
Goods and services that
are produced through
implementation of Activities
Indicators and target
values to measure
achievement toward
the outputs
Information
sources for
the indicators
at Left
External factors which must
be met so that the project
can contribute to the project
purpose, but with
uncertainty
Activities
Activities to produce the
outputs
Inputs
(by both Japan and the partner
country)
Resources required for activities
(people, money, materials, and
equipment)
External factors which must
be met so that the project
can produce the outputs, but
with uncertainty
Preconditions
Conditions that must be met
before activities begin
11. Causal Relationship
= “if-then” relationship
"if" the project purpose is fulfilled,
"then" it will contribute to the overall goal.
11
12. Logical Construction of Logframe
Narrative
summary
Important
assumptions
Overall goal <Sustainable
conditions>
Project purpose
and
Outputs and
Activities and
preconditions
if
then
if
then
if
then
if
then
14. PCM Planning Process
Stakeholder analysis
Problem analysis
Objective analysis
Alternatives review/
Project selection
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Logframe
Activity planning
Analysis Planning
15. Stakeholder Analysis
In Medical Education Area
President
Dean
Senior faculty
Young leader
Leaders in
different
professionals
15
Community
leaders
City mayor
City workers
Patients
Students
・・・
16. Stakeholder Analysis
(Example of the Afghan Project)
Beneficiary Implementer Decision
maker
Sponsor
Patients
Students in
Kabul
Medical
University
(KMU)
Teachers of
KMU and
teaching
hospitals
Medical
education
development
center, KMU
Ministry of
higher
education
(MoHE)
Key teaching
staff
Chancellor of
KMU
Minister of
higher
education
Directors of
teaching
hospitals
JICA
JICA
Japanese
government
16
17. Why Use?
1. Getting Your Projects Into Shape
2. Winning Resources
3. Building Understanding
4. Getting Ahead of the Game
17
18. Tools for Problem Analysis
The problem tree
Break down many issues into manageable pieces,
causes, main problem and consequences.
Five ‘whys’ / Root cause analysis
Ask why each issue happens and moving up to a
root cause.
The fishbone analysis
Trace several factors and pursue category
causes. Other detailed causes are connected with
category causes.
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19. Phases of Problem Analysis
Problem tree Root cause analysis Fishbone analysis
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20. Problem Analysis
(Example of the Afghan Project)
20
Basic information Problems Needs/Wants
Old education
system from Soviet
Union
Many learned in
different countries
(Pakistan, Iran, UK,
India, etc)
Low salary from
employer (MoHE)
Dual practice
Insufficient skills for
teaching
Low level patient
care
Lack of teaching
facilities
Cash income
Teaching skills
Specialty training
Reputation
Promotion
21. Problem Analysis
Identifying Causal Relationship
Teacher-
centeredness
No need to
change teaching
strategy
Low motivation of
students
Insufficient
interaction
between teacher
and students
Lack of clinical
experiences
Low clinical
abilities
21
22. Team Approach
Analysis by a team can involve variety
of opinions/information
Stakeholder analysis
Problem analysis
Objective analysis
Alternatives review/ Project selection
22
23. Conversion from Problem
Analysis to Objective Analysis
23
Student-
centeredness
Need for
facilitation
Motivation of
students
More interaction
between teacher
and students
Meaningful clinical
experiences
Higher clinical
abilities
24. Project Selection
Construction of a new teaching hospital?
It might be destroyed by another internal war…
Monetary incentives for teaching?
External motivation for teachers will be faded in a
while…
Faculty development for student-
centeredness?
Is internal motivation for the teachers enough to
change the behaviour?
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25. Confirmation of
“Killer Assumption”
If an external condition is important and
the possibility to satisfy the condition is
very low, it is too difficult to achieve it
and called as “killer assumption.”
You should select alternative project to
avoid killer assumption.
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26. How to Identify Important
Assumptions
26
Is the condition important for
the project?
Is the condition controllable
from the project?
How about probability of the
condition to be fulfilled?
Is it possible to change project
content?
Change part of project content
not to be affected by the condition
Not important
assumption
Not important
assumption
Not important
assumption
Killer assumption: The
project is bound to fail
Important assumption
(to be described in the
Logframe and monitored)
no
no
yes
not likely
yes
yes
almost certain
no
27. Narrative summary Important
assumptions
Overall goal
Indirect, long-term effects;
impact on the target society
Conditions required for the
project effects to be
sustainable
Project purpose
Direct effects on the target
group and Society
External factors which must be
met so that the project can
contribute to the overall goal,
but with uncertainty
Outputs
Goods and services that are
produced through
implementation of Activities
External factors which must be
met so that the project can
contribute to the project
purpose, but with Uncertainty
Activities
Activities to produce the
outputs
External factors which must be
met so that the project can
produce the outputs, but with
Uncertainty
Preconditions
Conditions that must be met
before activities begin
28. Indicators, Means of
Verification, Input
Set objectively measurable indicators
Relate indicators with activities
Select Means of Verification
Describe Inputs from both parties
Educational resources including human
resource, facility/equipment, personnel, etc
28
29. Narrative summary Objectively
verifiable indicators
Means of
verification
Important
assumptions
Overall goal
Indirect, long-term effects;
impact on the target society
Indicators and target
values to measure
Achievement toward
the overall goal
Information
sources for
the indicators
at left
Project purpose
Direct effects on the target
group and Society
Indicators and target
values to measure
achievement toward
the project purpose
Information
sources for
the indicators
at Left
Outputs
Goods and services that are
produced through
implementation of Activities
Indicators and target
values to measure
achievement toward
the outputs
Information
sources for
the indicators
at Left
Activities
Activities to produce the
outputs
Inputs
(by both Japan and the partner
country)
Resources required for activities
(people, money, materials, and
equipment)
30. Logic Model
Also called as logical framework, project cycle
(Kellogg Foundation, 2001)
Purpose: To assess the causal relationships
between the elements of the program
Evaluation for international assistance projects
are conducted by this framework
input activity output outcome impact
32. Common Framework
Improvement of
Medical Education
System
Development of new curricula
and/or improvement of existing
curricula
Improvement of educational
management including resources,
scheduling, motivation, etc.
Training of trainers (TOT) –
disseminating new educational
model to other teachers
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Project Goal Outputs
33. Organize Activity Plan Table
Objective 1
Curriculum
development
Objective 2
Teaching
management
Objective 3
TOT
Activities
Outputs
Project purposes
Schedule
In-charge
Equipment
Budget
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35. Regular Check for the
Progress/Management
Person in charge of the management must
check if the progress/management is OK
between the real settings and the check
sheet regularly.
Frequency may vary
If the management doesn’t follow the plan,
persons in leadership position must make
decision to change the plan or to ask for
further effort
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36. Checking Points
Is the resources/supports for each output/activity are
enough? (human resources, political supports,
counterparts’ contribution, time, safety…)
Are outputs/activities appropriate in the settings and
schedule? (mismatch with the ability/time conflict of
the counterparts, language barrier…)
Are facilities/equipment are sufficient to implement
the activities? (too many students in a small facility,
low quality of the printing machines…)
36
Hinweis der Redaktion
In project management, projects are the main target. In this regard, a programme is functioning as the umbrella function to integrate multiple projects. Each project has several outputs and each output has several activities. If we see the continuity of the outputs, outcomes and impacts, a project manages outcome-level issues and a programme manages impact-level issues.
PCM, project cycle management, is using logframe for the cyclic management of plan, do and check. This is similar to project cycle management, often called PDCA cycle. In the planning stage managers develop and assess the logframe. Then in the doing stage the project is implemented and monitored for inputs and activities. And then, in the checking stage, implementation and planning is checked. Before moving to the next planning stage this cycle itself is also checked.
This is an example plan for urban sanitation project. Here urban sanitation is a programme and five items are different projects.
PDM, project design matrix, is a table sheet for overviewing the items in the project. In the left column, the project purpose is the main target of the project. There are several outputs under the project purpose. Overall goal is a bigger aim of the project, not achievable only by the project. All the overall goal, the project purpose and the outputs have objectively verifiable indicators. Indicators are better to be expressed quantitatively but some indictors might be qualitative ones. Means of verification are information sources for the indicators. Right column is the assumptions to achieve outputs, the project purpose and the overall goal. Activities are broken-down items under outputs. Inputs are resources supplied by both the donner country and the recipient country.
Different levels of purposes are connected by if-then relationship.
Logframe consists of different levels of in-then connections.
If precondtions are satisfied, experts will start activities.
If the assumptions for outputs are met, outputs can be achievable.
If the assumptions for the project purpose, the project purpose can be achievable.
You can use the opinions of your most powerful stakeholders to help define your projects at an early stage. These stakeholders will then more likely support you, and their input can also improve the quality of your project.
Gaining support from powerful stakeholders can help you to win more resources, such as people, time or money. This makes it more likely that your projects will be successful.
By communicating with your stakeholders early and often, you can ensure that they fully grasp what you’re doing and understand the benefits of your project. This means that they can more actively support you when necessary.
Understanding your stakeholders means that you can anticipate and predict their reactions to your project as it develops. This allows you to plan actions that will more likely win their support.
In Afghanistan, an important assumption was “another internal war will destroy many buildings in Kabul (the capital of Afghanistan). To avoid the influence from possible internal war, we did not build a hospital there. Possible killer assumption was that all the experts who were trained in Japan would die (like late 1970s in Cambodia) or escape from the country (brain drain).
This is an example Gantt Chart. Any project is time-bound, so plan of each activity is described in the table. Some outputs/activities are simultaneously started (Start to start) to support the each other’s progress. Some outputs/activities are consecutively connected (Finish to start) to follow the completion of an output/activity. Other outputs/activities are synchronously finished (Finish to finish).
The break line between years of 2020 and 2021 is the current timing. Blue data are the evaluation of completion for each activity. Due to the delay of activity 1-2, activity 1-3 is not started yet. Output 2 is also a bit delayed.