Project cycle

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  • is a unique set of coordinated activities, with a definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined schedule, cost and performance parameters (British Standard 60971, 2000:2)
  • Even though project management gives you set of tools to schedule and organize, there are many factors that need to be considered if projects are to be successful. It is not a magical solution
    Project management does not do the work for you, but helps you to be specific and organized without losing the overview of what you are doing and why.
    Importance of project management
    With limited resources, project management can be very important by:
    Increasing productivity
    Boosting efficiency
    Making the most of every resource
    Making sure that deadlines are met
  • To increase the chances of positive outcome, project managers have to think about all of the factor that can influence positive outcome and the threat of failure, Tomorrow we will discuss and give you hands on practise on how to use set of tools that analyse different factors of outside- and internal elements that are useful for project management.
  • Project management success indicators
    Project is completed within time, cost and quality requirements
    Will make:
    Sponsor/beneficiary satisfied
    Minimal scope or mutually agreed to scope changes
    No adverse impact/interruption to regular work flow of the organization
    No change to the corporate culture
  • Project cycle management - PCM
    PCM describes management activities and decision making procedures used during the life time of a project
    Tasks
    Roles
    Responsibility
    Key documents
    Decisions options
    The EC has adopted PCM as its primary set of project design and management tool based upon the Logical Framework Approach
    We will have special lecture on the logframe matrix that is used to decide further activities (after we have done proper analysis)
  • The cycle is generally divided in 5 phases:
    Programming
    Identification
    Formulation
    Implementation
    Evaluation and audit
    The project cycle
    Follows the life of a project from the initial idea through to its completion
    Provides a structure to ensure that stakeholders are consulted
    Defines key decisions, information requirements and responsibilities at each phase
    Tomorrow we are going to talk about the tools that are used in the implementation-stage to analyse important factors that influence the project and stakeholders
  • Before you evaluate what project you would like to implement, you will have to apply certain criteria on how to choose a project. And making shore that they will be able to serve certain role in the overall objectives that are stated in the mission/vision of a institute.
    To be able to find out what an organization or an institution is capable of performing we need to analyse them. This is for example being done right now here in Sri Lanka by FAO (the team of Richard Banks)
  • If people are put in a project group, how do you make them work on the project as well as making them perform their normal duties as well?
    Be flexible jet firm
    Here it would be good to name an example from Sri Lanka – e.g. How did you manage to work on the project of making this course?
  • Project manager has to be able to fulfil the needs and demands of the project
  • Specialist
    Deep skills
    Narrow scope
    Peer-Recognized
    Unknown outside domain
    Generalist
    Shallow skills
    Broad scope
    Quick response
    Recognized in other Domains
    Versatilist
    Deep skills
    Wide scope of roles
    Broad experience
    recognized in other domains
  • Project cycle

    1. 1. Project management and project cycle management
    2. 2. 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)
    3. 3. 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
    4. 4. Project success factors • • • • • • • • • • 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
    5. 5. Ti m t Quality s Co e The triple constraint
    6. 6. 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)
    7. 7. 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: – – – – How the project will work What it is going to achieve What factors relate to its success How progress will be measured
    8. 8. The project cycle Programming Evaluation Identification Financin g decision Implementation Formulation Financing decision
    9. 9. The three PCM principles • Decision making criteria defined at each phase • The phases in the cycle are progressive • Project identification part of structured feedback
    10. 10. 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
    11. 11. 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
    12. 12. Time management grid Urgency 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" Importance Quadrant 1 "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'
    13. 13. 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
    14. 14. Project manager attributes • • • • • • • • 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
    15. 15. Project manager attributes Specialist X Versatilist Generalist

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