Before venturing in planning and executing a project, one needs to get introduced to project planning and management circle . This will enable the person to be equiped with skills and knowledge that will enable him/her nevigate the complex and challenging journey of project planning and management.

1. COMPREHENSIVE PROJECT PLANNING &
MANAGEMENT (PPM) PROGRAM
Introduction to project Circle Management
Dr Ramsey Lyimo (PhD)
MS TCDC , Tengru, Arusha, Tanzania April 2024
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2. Introduction to Project Management
Project Management:
 Application of knowledge, processes, methods, skills and experiences for
successful accomplishment of the project objectives.
A Project
 An endeavour, undertaken to achieve planned objectives defined in terms
of outputs, outcomes or benefits
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3. CORE COMPONENTS OF PROJECT
MANAGEMENT
The core components of project
management are:
I. Defining the reason why a project is necessary;
II. Capturing project requirements, specifying quality of the deliverables,
estimating resources and timescales;
III.Preparing a business case to justify the investment; (business case
provides justification for undertaking a project, programme or
portfolio, it evaluates the benefit, cost and risk of alternative options
and provides a rationale for the preferred solution)
IV.Securing corporate agreement and funding;
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4. CORE COMPONENTS OF PROJECT
MANAGEMENT ...
The core components of project
management are:
vii. Leading and motivating the project delivery team;
viii. Managing the risks, issues and changes on the project;
ix. Monitoring progress against plan;
x. Managing the project budget;
ixi. Maintaining communications with stakeholders and the project
organisation;
xii. Provider management;( human &management skills for ensuring right
services are provided)
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5. Introduction to Project Management ..
Program management
 Larger in range/scope than a project
 Made up of a number of projects
 Made up of a number of similar products
 Relatively longer life span
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6. Introduction to project management…
 Rapidly changing environment and competitive developmental demands have
made organisations adopt an approach of management by projects,
 Main focus:- successful management and completion of projects.(results based)
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7. 7
Successful project: achieves the objectives
according to accepted criteria, within agreed
timescale and budget.

8. Benefits of the approach
 Project management saves time - properly planning a project and
considering all relevant factors which may affect its outcome
 Proven benefits - saves time and money - and generates a more
successful outcome provided guidelines are followed
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9. Benefits of the approach …
 Goal clarity and measurement
 Resources will be coordinated
 Risks easily identified and managed
 Increased possibilities of time savings
 Increased possibilities of costs savings
 Increased possibilities of achieving the agreed outcome
 Increase possibilities to deliver projects successfully
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10. 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 enable ;
more speed
greater flexibility
improved quality
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11. Importance of Project Management
 Managing a project without project management is like playing football without
a game plan
 Chances for winning ? ARE minimum !
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12. Importance of Project Management ...
What is lacking ?
 A game plan for how to go about winning
 The coordinated execution of the game plan
 A process for revising the game plan based on how
the game progresses
In a project setting, these elements are provided by
Project management
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13. Importance of Project Management ...
 Most project teams approach projects same way as the team
described above
 They get project assignment and start playing
 Get together when problem/ crisis arise
 Usually a lot of problems do arise because they are playing
without a plan
 When project is completed , they hope never to repeat same
experience
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14. Importance of Project Management ...
Why do they do this ?
1. Not aware that there is a method to create a game plan
2. May be under mistaken impression that creating a game plan will
delay the project
The truth is ; Not taking time to plan may take the project longer
When you invest in planning you save time overall !
See Following fig
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15. Importance of Project Management ...
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16. Project Concepts
 Objectives/outputs/activities/inputs
 Project outcomes
 Target group
 Beneficiaries
 Stakeholders
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17. Project Concepts …
 Project Activities: The complex array and sequence of technical tasks,
hopefully, yield the expected project outputs.
 Project Plan: Calculated sequence of decisions and action which are designed
to ensure that the technical, time and cost performance expectations are met.
 Stakeholders: those whose project’s outcomes matter ( positively /negatively
affected)
Parties who are involved either directly or indirectly.
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18. PROJECT CYCLE MANAGEMENT
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19. 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 decision-making procedures used
during the life cycle of a project (key tasks, roles and responsibilities, key
documents and decision options)
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20. 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
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21. The three PCM principles
 Decision making criteria defined at each phase
 The phases in the cycle are progressive
 Project identification part of structured feedback
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22. 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
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23. 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
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24. 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
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25. Project Cycle
 The project cycle is a theoretical concept.
 Project may or may not follow the sequence of steps from formulation to
evaluation of a development project.
 Steps are however a safe-guard.
 It is easier to identify problem areas or those that require more attention if the
cycle is followed.
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26. Project management cycle
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Identification
Preparation
Appraisal
Approval
Implementation
Evaluation

27. STEP 1: IDENTIFICATION
 Project identification is not easy.
 The shortage of an item does not mean a project to
produce that item should be formulated.
 Normally, extensive studies are required.
 The problem to be addressed has to be properly
stated.
 Problem tree analysis is a
tool commonly used in the
identification of problem
areas.
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28. Identification ...
 There is no time period involved in identification.
 Its possible to have the same project but with different justifications.
 Elements of a problem can be used to establish the cause and effect relationship.
- Eg malnutrition will lead to something else.
 Projects can be identified from sector studies, donor reports, visits, national development plans, news
items, etc.
 Other sources:- macro analysis of needs, resources, technology, etc
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29. STEP 2: PREPARATION
 Feasibility studies are prepared under this item.
 Involved project design
 Some organizations have a project preparation facility.
 Member countries can access this facility by requesting the Bank to undertake the studies
 Details in the study depend on the nature and type of project.
 All aspects of the project are studied
 Feasibility is the process of determining if the project can be implemented.
 Unsuitable projects are discontinued.
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30. Preparation ...
 Feasibility studies should be
approached systematically and
deliberately:-
 Time spent on researching the
feasibility of a project is usually time
spent.
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31. Preparation ...
 Findings of the feasibility will be
useful during other phases of the
project.
Note: The structure and format for
writing projects will differ from donor
to donor
 Preliminary design determine the
base for future decisions.
 Eg. concentrate on prevention,
treatment or care and support for
HIV/AIDS patients?
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32. STEP 3: APPRAISAL
 This is the most widely misused term in projects management.
 Appraisal is the evaluation of the overall ability of the project to succeed.
 Appraisal is usually undertaken by the sponsoring or financing organisation.
 Some sponsors have rigid imposed procedures to be followed
 Appraisal process may require a comparative study to determine the merits
of one project over the other.
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33. Appraisal ...
 Like in the feasibility study, numerous components of the project can be dealt with:
 Market
 Technical
 economic
 Financial
 Social
 Administrative/managerial
 Environmental
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34. STEP 4: NEGOTIATION AND APPROVAL
 Project will have to be approved for funding
 Grant/loan conditions will have to be negotiated for.
 Other issues include project scope, cost, repayment period, interest rates, staff,
etc.
 Both parties have to agree/disagree.
 The organization operating the project and the sponsoring organisations will
have to agree on the modality of implementation.
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35. STEP 5: IMPLEMENTATION
 Project will have to be implemented according to agreed schedules.
 These will include the cost, time schedule, activity scheduling, expected outputs,
staff recruited, etc.
 Problems ignored or not addressed in design stage will normally show during
project implementation.
 Monitoring is important at this stage.
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36. Implementation ....
 Establish work programmes, financial programmes.
 Procurement of project items
 Supervision and control
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37. STEP 6: EVALUATION
 Evaluation is the assessment to determine whether or not project objectives,
outputs, goals, etc have have attained.
 To what extent have we been able to control or manage the disease?
 It also assesses to what extent the project has been able to operate within the
budgeted resources.
 Issues of efficiency, effectiveness, sustainability, relevance and impact of the
project is assessed
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38. Evaluation ...
 The types of evaluation may include:-
 continuous or mid term evaluation
Terminal evaluation
Impact evaluation
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39. Evaluation ...
 Evaluations could be:-
Self evaluations
Independent evaluations
Joint evaluations
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