1. PROJECT
&
PROJECT CYCLE MANAGEMENT
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2. PROJECT DEFINITION
“A group of activities that have to be performed in a
logical sequence to meet preset objectives
outlined by the client”
OR
“ Temporary endeavors undertaken to create unique
products, services or results ”
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3. PROJECT
The core of the project design therefore is deciding
•WHAT to improve or change
•HOW the project can bring about or contribute
to the improvement or change
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4. Characteristics of a Typical Project
 All projects are concerned with Change – creating
something new;
 All projects exist for a limited and defined period of
time: their lifespan consists of a set of activities with a
beginning date and a target end date (deadline);
 These activities must be performed in a logical order;
 All projects have clear and measurable objectives,
targets or goals. These objectives must be achieved
within specific constraints, especially time and costs
(budget);
 Each project is a new and unique process.
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5. 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 the project.
Purpose of Project Management.
The purpose of Project Management is to identify,
establish, coordinate and monitor activities, tasks and
resources necessary for a project to produce a product
and/or service meeting the agreed requirements.
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6. Different Components of Project Management
Project Integration Management
Processes required to ensure that various elements of the project
are properly coordinated.
Project Scope and Time Management
Processes required to ensure that the project includes all the work
required to complete it successfully in stipulated time.
Project Cost and Quality Management
Processes required to ensure quality and that the project is
completed within the approved budget.
Project Human Resource Management
Processes required to make the most effective use of the people
involved in the implementation of the project.
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7. Key Dimensions of Projects
 Cost
 Time
 Quality
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8. Key Dimensions of a Project
Cost
Scope
Quality
Time
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9. Project Cycle Management
 A logical sequence in which the projects are identified,
prepared, approved and implemented is called project
cycle.
 It is an approach in project management used to guide
management activities and decision-making procedures
during the life-cycle of a project, from the first idea until
the last ex-post evaluation.
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10. Project Cycle Management
Within all institutions the cycle shares three common themes:
 The cycle defines the key decisions, information
requirements and responsibilities at each phase;
 The phases in the cycle are progressive – each phase needs
to be completed for the next to be tackled with success.
 The cycle draws on evaluation to build experience from
existing projects into the design of future projects.
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11. Stages in PCM
 There are eight broad stages of project cycle:
 Project Identification
 Project Preparation
 Project Appraisal
 Project Approval
 Project Implementation
 Project Monitoring
 Project Completion
 Project Evaluation
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12. Project Cycle
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13. Project Identification
The possible sources of project identification are;
 Development Plans
 Sector Surveys
 Elected Representatives
 Immediate Nature/Calamity Projects
 Expansion of On-going Programmes
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14. Project Formulation
Projects are usually prepared by the executing organizations/
agencies and it consists of two stages:
 Feasibility Study
 Project Document
Important Considerations:
 Survey of the area
 Availability of resources
 Yearly allocation
 Capacity of Implementing agency
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15. Project Appraisal
 Critical examination of the project from all aspects is
called appraisal.
 Analysis of prospective costs and benefits that leads to
desirability for committing resources.
 It is carried out at two stages:
 Internal Appraisal
 External Appraisal
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16. Project Implementation
 Project implementation entails intense activities and a
variety of physical work.
 Implementation of activities and financial management
should be undertaken in accordance with all the
established guidelines, procedures and regulations
guiding the project.
 Implementation of the project is the responsibility of
executing agencies through;
 Organization Staff
 Project Staff
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17. Project Monitoring
It is the systematic review of development projects at
appropriate intervals during implementation through well
defined indicators.
Benefits of Monitoring
 Effective Implementation
 Timely Completion
 Completion within approved cost
Types of Monitoring
 Financial Monitoring
 Physical/Quantitative Monitoring
 Qualitative Monitoring
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18. Project Monitoring
 Levels of Monitoring
 Internal Monitoring
 External Monitoring
Key Monitoring Indicators
 Allocation of Funds
 Release of Funds
 Time Scheduling
 Technical Parameters
 Physical Progress
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19. Project Completion
It is a report submitted immediately after the completion
of the project. Major emphasis of the report is on the
following:
 Achievements against Targets/Results of the project;
 Actual expenses vs. budgeted for the project;
 Reasons for:
 Under achievement if the desired targets are not achieved;
 Delay if there is time over run in the project.
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20. Project Evaluation
Project evaluation examines all aspects of the project
design and assess the overall progress towards the
ultimate objectives.
Types of Evaluation
 End of project evaluation
 Post project completion evaluation
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21. Benefits of PCM
 PCM is an important function of project
management and can assist local organizations
to learn from past experiences, improve decision
making, streamline communication between
various stakeholders and above all how far the
objectives of the project have been achieved.
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22. Benefits of PCM
When PCM is applied effectively, the following benefits
can be realized;
 Goal/Objective Oriented: Implementation of projects
will be in accordance with predetermined objectives and
not on the whims of individuals
 Coordinated Project Management: Project
execution will be coordinated and overseen by appointed
project managers, and not by those randomly picked
without proper consideration.
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23. Benefits of PCM
 Sound & Objective Appraisal: The project will be
designed and appraised based on sound research and
feasibility criteria, and not on voting and consensus
which does not capture the viability issues
 Long Term Planning: PCM improves long-term
planning because the policy setting’ stage includes
strategic review of long term goals and objectives;
 Increased Accountability. There will be increased
accountability for results because individuals and teams
will be assigned specific results that they must deliver;
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24. Benefits of PCM
 Standard Methods and Procedures. As opposed to
a mixed up process of managing a project, the PCM
approach introduces a standard method and procedures
for running projects stage by stage, which provides
stakeholders with a road map of expected results, at
each stage of the process;
 Increased Efficiency in Planning and Use of
Resources. Through the PCM method, project
resources are planned for before the project is executed,
and adjustments are made during project
implementation;
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25. Benefits of PCM
 Stakeholder Ownership. This is enhanced because
PCM is a participatory process;
 Formal Documentation. PCM requires
documentation of procedures, processes and results.
This ensures that there is an accurate record of
information for every project step;
 Enhanced Monitoring and Evaluation. PCM sets
in place a process of monitoring based on agreed
milestones. Without PCM, it is hard to create an effective
monitoring framework and results are hard to establish
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