Transcript Project management and Project Cycle Managment

Project management
and
project cycle management
Project Cycle Management
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A short training course in project cycle management for
subdivisions of MFAR in Sri Lanka
MFAR, ICEIDA and UNU-FTP
Ministry of Fisheries and
Aquatic Resources (DFAR)
Icelandic International
Development Agency (ICEIDA)
United Nations University Fisheries
Training Programme (UNU-FTP)
Sri Lanka
Iceland
Iceland
Content of the lecture
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What is a project?
How does project management benefit you?
Project cycle management (PCM)
PCM tools
Project managers
Learning objectives
• After this lecture participants will understand
the basics of project management, know the
role of project manager and principles of
project cycle management
A project
• 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)
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
How does project management
benefit you?
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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
Improved quality
• Decision-making routes and processes are
clearly defined
• Deadlines, costs and resources are
controlled systematically
– All processes in the project management activity chain
are coordinated to ensure they remain in harmony with
one another
• The result will help you to get:
– more speed
– greater flexibility
– improved quality
What project management helps
you to achieve
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Plan tasks in project
Avoid dependencies problems
Reduce risks
Track progress accurately
Organize project process and timeline
Improve stakeholder - staff communication
Improve management of stakeholders’
expectations
• Complete within budget and on time
Project success factors
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Stakeholder involvement
Executive management support
Clear statement of requirements
Proper planning
Realistic expectations
Smaller project milestones
Competent staff
Ownership
Clear vision and objectives
Hard working and focused staff
The triple constraint
Quality
Project Cycle Management (PCM)
• PCM
– Is a methodology for the preparation,
implementation and evaluation of projects based
on the principles of the logical framework
approach
– It describes management activities and decisionmaking procedures used during the life cycle of a
project (key tasks, roles and responsibilities, key
documents and decision options)
Project cycle management (PCM)
• Is useful in designing, implementing and
monitoring a plan or a project
• A clear concise visual presentation of all the
key components of a plan and a basis for
monitoring
• It clarifies:
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How the project will work
What it is going to achieve
What factors relate to its success
How progress will be measured
The project cycle
Programming
Evaluation
Identification
Financin
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decision
Implementation
Formulation
Financing
decision
The three PCM principles
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Decision making criteria defined at each phase
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The phases in the cycle are progressive
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Project identification part of structured
feedback
PCM is result based
• PCM requires the active participation of key
stakeholders and aims to promote local
ownership
• PCM incorporates key assessment criteria
into each stage of the project cycle
• PCM requires the production of good quality
key documents in each phase to support
decision making
PCM helps to ensure that
• Projects are part of the country policy
objectives
• Projects are relevant to the real problems of
target groups / beneficiaries
– Clearly identified stakeholders (primary
target groups and final beneficiaries)
• Projects are feasible (objectives are realistic)
– Clearly defined coordination, management,
financing arrangements, monitoring and
evaluation
• Benefits generated by projects are likely to be
sustainable
PCM tools
• The logical framework approach
• Quality assessment criteria
• Institutional capacity assessment
• Economic and financial analysis
• Promoting participatory approaches
Time management
• Defining project activities
• Activity scheduling
• Create and controlling the
project activities
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An inch of time cannot be bought for
an inch of gold." - Chinese proverb
Time management grid
Importance
Urgency
Quadrant 1
Quadrant 2
Urgent and important
Important but not
urgent
"Firefighting"
"Quality time"
Quadrant 3
Quadrant 4
Urgent but not important
Neither urgent nor
important
"Distraction"
"Time wasting"
There's an old joke when it comes to project management time:
'The first 90 percent of a project schedule takes 90 percent of the time. The last 10 percent
takes the other 90 percent of the time'
Managing the scope of the project
• Project scope management constitutes 'the
processes to ensure that the project includes
all of the work required, and only the work
required, to complete the project successfully.‘
• Project scope has several purposes:
– It defines what work is needed to complete the
project objectives
– It determines what is included in the project
– It serves as a guide to determine what work is not
needed to complete the project objectives
– It serves as a point of reference for what is not
included in the project
Role of a project manager
• The role of a project manager is affected by
the one-shot nature of the project
• The role of a project manager is difficult when
team members are still linked to their
permanent work areas
– Members may be assigned to several projects
simultaneously
• Managers must rely on their communication
skills and powers of persuasion
Project manager attributes
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Leader & manager
Facilitator, coordinator
Communicator
Credibility: Technical/
Administrative
Work under pressure
Goal-oriented
Innovator
Versatilist
• Knowledgeable about
the organization
• Political sensitivity
• Conflict: sense,
confront, resolve
• Can deal with stress,
chaos, ambiguity
• Planning and followthrough
• Ethical dilemmas
Project manager attributes
Versatilist
Specialist
Generalist
Project manager duties
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Reports to senior management
Communicates with users
Plans and schedules
Obtains and allocates resources
Controls risks
Manages people
Coordinates
Implements quality assurance
Controls the budget
Delivers results
Project teams
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Diversity of knowledge needed
Cross-functional
Self-directed
Often ad-hoc or temporary
Often distributed (geographically)
Start and end dates
Project personnel skills
• Technical
• Political
• Problem-oriented
– (vs. discipline-oriented)
• Goal-oriented
• Flexibility, adaptability
• High self-esteem
– can handle failure, risk, uncertainty,
unexpected
– can share blame and credit
Governmental projects
• Legal constraints on government projects
– Laws, statutes, ordinances, directives, regulations,
budgets, and policies
• Accountability to the public
– Accountable to legislative & judicial bodies,
interest groups, the press and the public
• Utilization of public resources
– Objective is not higher ROI, but public good
Project governance
• Risk planning
– Balancing risk avoidance and risk acceptance
• Life cycle management
– From concept to replacement
• Strategic change
– Balancing the solution and the ability to utilize
• Value management
– Adopting consistent processes, building in quality
and adding value
Project management
methodology scope
• What is a methodology
– The way we do things around here !
– Communication, consistency, understanding,
accountability
• Project management vs. other activities
• This way project management uses the same
approach for all situations
References
• British Standard 60971, 2000:2
• European Commission (2004). Project Cycle
Management Guidelines. Downloaded 1st March
from:http://ec.europa.eu/europeaid/qsm/documents/p
cm_manual_2004_en.pdf