### Summary This section explores how project management can effectively facilitate change and innovation within organizations. It highlights the complexity of managing change and the importance of making decisions at various levels. Project management, initially developed for large-scale projects, is presented as a valuable methodology adaptable to smaller-scale initiatives within Local Training Organizations (LTOs). The section also emphasizes that project management principles offer broader management lessons. Three case studies illustrate different applications: 1. Designing a new academic writing course at a US university. 2. Developing e-learning materials for a not-for-profit LTO in Poland. 3. Reorganizing a computer lab at a Middle Eastern university. These examples demonstrate the versatility of project management in diverse educational and organizational contexts.

1. CHAPTER
10:
Project
Management
Facilitated by: VATH VARY
5/19/2024 1
Contact:
• Phone: 017 471 117
• Email: Email: varyvath@gmail.com

2. 01
 Externally funded
projects
 Monitoring and
Evaluation
 Project Completion
 Project Management:
An overview
 Project planning
02 03

3. 3 Scenarios: Read and discuss
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4. Introduction
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• What is
project?

5. PROJECT MANAGEMENT: AN OVERVIEW
Project may
include:
 Project ……..
 is an undertaking which is designed to achieve specific objectives
within a given budget and within a specified period of time.
 involves forming a team of people, making a plan of action, and
then carrying out that plan while constantly monitoring and
evaluating progress.
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• A new Curriculum
• A set of teaching materials in some area
• A new look for school cafeteria

6. Project
Characteristics of
Project:
 A life cycle, with phases and stages
 A beginning and end
 Specific objectives which are to be achieved,
e.g. increasing student volume, raising levels of
customer satisfaction, increasing repeat business
 Time and cost constraints, such as those
incorporated in the cost proposal outline
 Definable tasks
 ‘Deliverables’: specific end product(s), such as
a new course, test or service
 Unique sets of activities
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7. International and External Projects
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Internal project
One in which a goal of the organization is
addressed using funding and resources only from
internal sources
External project
One in which the funding (or at least a
significant part of it) comes from an external
sources
• locally, such a local government source,;
• nationally, from a national foundation or
ministry;
• Internationally, from an international foundation
or an international funder such as the
EU/USAID

8. Project Planning
The following
questions should be
addressed to define
the project:
 What are the general areas of concern that
the project will focus on?
 What is the project aiming to achieve?
 Who are the major stakeholders? How will
they be involved?
 Who is working on the issues already? What
are they doing?
 What is the intended duration of the project?
 What is the intended level of funding?
 Who will fund the project
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9. What are the general areas of concern that the
project will focus on?
Start with a
specific
situation (that
you want to
address):
 A need for a new coursebook;
 The creation of a café for the LTO
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 Think of an area where you are dissatisfied
with a situation, you can identify a need.
 Define the problem (e.g. the LTO’s
premises are wheelchair-accessible).
REFLECTION

10. Goals
Goal:
• A broad general statement of
proposed accomplishments.
• Is a solution.
• Is, in short, the end point of the
process.
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REFLECTION
• Taking the problem you defined above,
develop a goal statement that ‘solve’ problem
you identified, e.g. to enable wheelchair users
to access the classrooms and secretary’s office

11. Objectives
Objectives:
• A desired state of affairs which
makes make the goal concrete and
specific in terms of precisely what is
to be accomplished, where and by
when.
• Objectives are specific
accomplishments necessary to attain
the goal.
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Element
of
objective
statements
When
(future
state)
Who
Where
Scope
(how much,
how many)
What (will
be
achieved)

13. Strategies
 Next step is to design a strategy to
objectives:
• Break objectives down into
tasks and activities.
• Tasks are identified steps that
can be scheduled on a timeline
or a calendar and which can be
assigned to specific people
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14. Action Plan & Gantt charts
Identify
relationships
and
dependency
sequences in
the activities
Determine
where parallel
activity can be
performed
Assess the
shortest time in
which a project
can be
completed
 Action plan is a schedule setting out the activities in sequence, and who does
what by when.
 It can also be used for monitoring and as actions are completed, they are ticked off
in the plan.
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Identify
resources
needed to
execute a
project
Prioritize
tasks
Ascertain the
most efficient way
of shortening time
on urgent projects
Managers use
‘Critical Path-
shortest route to
completion of the
project’ to enable
them to:

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16. Additional development tools
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Stakeholder: any project involves a number of parties who
perform different but complementary roles.
What are the implications of such a stakeholder analysis? Briefly, there
are two:
 Involve those on whom the project will impact;
 Communicate with those with influence

17. Additional development tools
 Stakeholder: any project involves a number of parties
who perform different but complementary roles.
 What are the implications of such a stakeholder
analysis? Briefly, there are two:
 Involve those on whom the project will impact;
 Communicate with those with influence
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Stakeholder
Risk
assessment
 ‘Risk’ refers to a situation which may occur in the
future and which, if it were to occur, could affect the
ability of a project or program to achieve one or more
of its goals or objectives.

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19. Externally Funded Projects
 A proposal is usually submitted in response to a
Call or Request for Proposals (RFP) from the
funding agency.
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Proposal
Writing
Purpose of Proposal
Writing
 Present the ideas
 Promise something
 Outline a plan
 Request support
 Persuade
 Clear
 Coherent
 Complete
 Communicate
 Convincing
Good proposal
writing: ‘5 Cs’

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Proposal
Writing

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Proposal
Writing

22. Monitoring and Evaluation
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What will
we
evaluate?
Who will
evaluate
it?
When will it
be
evaluated?
How will we
evaluate it?
What will be
done with the
results of the
evaluation?
One way to
designing an
evaluation
system is to ask
the following
questions:

23. Monitoring and Evaluation (M&E)
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• Show whether change is occurring
• Indicate the results of the activity, including eventual impacts, whether these changes are
intended or not intended, direct or indirect, positive or negative, primary or secondary
• Suggest how to improve the efficiency of implementation, the extent of the desired results
achieved and their sustainability
Project entails change, so a good M&E system will
• Modify the project design and/or continue
• Expand the scope of the project: is the project going very well? Would it be worth expanding
it? Or contracting it?
• Terminate the project: If the project is not achieving what was hoped, there must be an option
to end it. The longer an ineffectual project goes on, the more costs are accrued.
• Replicate the project elsewhere
• Replan the program to which the project contributes: this would be ‘double-loop learning’ or
systems thinking level of analysis
M&E system will also tell what actions can be taken at different
level of action:

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Baseline studies (BS)
 Determine what the current situation is in relation to the project objectives
and goals.
 It is one element in the M&E plan and is structured to assess systematically
the circumstances in which the project take place.
BS might include the
following pieces of
data:
• Contextual information
• Exploration of stakeholder interests
• Historical information
• Description of current situation
• Sources of other information
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Reporting
Most external funders require fairly stringent reports
narrative description and details of expenditure.
 Those responsible for disbursing the money need to
ensure that no embezzlement or fraud is taking
place, or even ensure that things are on track and
proceedings as planned.
 are usually submitted to a predetermined schedule
and are written in a formalized way.
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Project Completion
• It is important to review
project outcomes and
lessons learned.
• For each project
milestone or phase,
identify what worked,
what didn’t work and
ways to improve the
process the next time
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Conclusion
Project management
Innovations in LTOs can be
incremental in nature, being
modifications to existing
practice in order to bring
about improvement
Provides a
methodology for
implementing
innovation
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