A presentation proposing for a simplified color-coded Multi-Project Monitoring Scheme for Government. it focuses on four (4) project criteria: Funding (release of funds), Costing, Implementation Schedule, and Technical Specification. it utilizes simplified 2 page project control and monitoring form, which can take the form of worksheet/spreadsheet for monthly updating. the project status may be classified into three: Green - according to plan; Yellow - within tolerable deviation; and Red - out of control. Status of Projects are plotted in charts which highlights the color-coding of project status, which in effect provides a wholistic picture of an agency's implementation of multiple projects

1. HILARIO P. MARTINEZ 1
Reference: Harvard Business Review

2. Why are PROJECTS important,
especially for Government?
the relevance of the
organization’s mandate
the quality and capacity
of the organization’s
delivery system
the management
capability / quality of
corporate leadership
solving the problems,
inconveniences and
complaints of various
sectors of the public
Projects
reflect on …
HILARIO P. MARTINEZ 2

3. Deciding on Projects from the top
HILARIO P. MARTINEZ 3

4. HILARIO P. MARTINEZ 4
Reducing to a Picture for a
Vantage View

5. Which version would be ready for
Decision-Making?
Management Reports Executive Summary
HILARIO P. MARTINEZ 5
STANDARD CRITERIA / WORKSHEET-friendly

6. PROJECT
SPECIFI-
CATION
Quality &
Quantity
BENEFICIARIES
COSTING
PROJECT
TEAM
HILARIO P. MARTINEZ 6
Project Concerns

7. Government Projects are funded by
Citizen-Taxpayers
HILARIO P. MARTINEZ 7

8. Factors affecting Project Cost
HILARIO P. MARTINEZ 8

9. Project Team Responsibility
PROGRAMMING IMPLEMENTATION
HILARIO P. MARTINEZ 9

10. The Critical Four – the Focus of Project
Status Monitoring
HILARIO P. MARTINEZ 10

11. Funding – Availability and Consistency
of Fund Releases
HILARIO P. MARTINEZ 11
REVIEW PLAN
PROJECT

12. Project Costing
Inputs Cost + Process Cost  Output
HILARIO P. MARTINEZ 12
Total
Cost
Manual
Machine-Assisted
Semi-Mechanized
Computer-Assisted
Staff-Driven

13. Drawing the Schedule of Project
Activities
HILARIO P. MARTINEZ 13
INTERNAL/EXTERNALFACTROS
AFFECTING PROJECT IMPLEMENTATION 

14. Factors subject to scrutiny in the
“Technical Specification”
INPUT –
resources and
materials required
to be processed
into an assembly
PROCESS –
the sequence of
methods and
procedure for the
transformation of
inputs
OUTPUT – the
final assembly
/product
HILARIO P. MARTINEZ 14

15. CONTROL PLAN & MONITOR –
A 2-in-1 FORM
HILARIO P. MARTINEZ 15

16. Project Control
and Monthly
Monitoring Form
• This form shall be applicable for all projects
from start to finish/termination.
• Reporting utilizes one format for the Project
Plan (as reference for control) and for the
periodic Project Status Report as well
• Updating requires short and direct-to-the-point
information from the accountable Project
Officer
• Focuses on four (4) basic but essential factors
affecting a project: (1) release of funds, (2)
cost, (3) schedule, and (4) technical
specification
• All data supplied in the first project reporting
(plan) shall be re-indicated in each succeeding
project status updating with the corresponding
report sequence properly marked
• Part II-Page 2 of this form is a required
attachment wherein any and all data regarding
changes in project status are mandatory
HILARIO P. MARTINEZ 16
NOTE: Project Team membership shall be thru an official
order and submitted separately

17. Details of Changes in the Technical Specifications
• Part II-Page 2 is required for all Projects
to record its history of changes
• For Projects extending beyond the
month under review or more than 30
days, Part II-Page 2 is accomplished and
submitted together with Part I-Page 1 in
the next succeeding period of reporting
• Otherwise Part I-Page 1and Part II-Page
2 are accomplished and submitted
together at the instance of termination
• The Project Officer is required to
identify the Input/s, Process/es and
Output/s affected, altered or changed
• This form shall present the pertinent
change/s in the Inputs, Outputs and/or
Outputs of the project for the period
under review; it shall emphasize the
effect of such changes in terms of
Quantity, Quality, Cost Implication, and
Schedule Implication
• Finally, the Project Officer is required to
provide an explanation for the change/s
made during the month under review
HILARIO P. MARTINEZ 17

18. Setting the Borderlines
HILARIO P. MARTINEZ 18
- Normal, according
to Plan
- Within tolerable
deviation ( )5%+_
- Out of Control [ 5% ]
+-
+5%
-5%
NORMAL
=>(+)6%
=<(-)6%
- 0%

19. MONTHLY PROJECT STATUS
REPORTING
HILARIO P. MARTINEZ 19

20. Project Update Sources
Finance Unit Coordinators
HILARIO P. MARTINEZ 20
SARO – Sub-Allotment Release Order
NCA – Notice of Cash Allocation

21. Funding - Cash flow
As Planned Actual Fund Releases
M1 M2 M3 M4 M5 M6 M7 M8 M9
Cumulative 1800 3000 4000 5300 6700 8500 10100 11600 12800
Monthly 1800 1200 1000 1300 1400 1800 1600 1500 1200
0
2000
4000
6000
8000
10000
12000
14000
16000
FUNDS(x1000)
MONTH
M1 M2 M3 M4 M5 M6 M7 M8 M9 M10
Cumulative 1800 2800 3900 5100 6400 8300 9500 10900 12100 12800
Monthly 1800 1000 1100 1200 1300 1900 1200 1400 1200 700
0
2000
4000
6000
8000
10000
12000
14000
16000
FUNDS(x1000)
MONTH
HILARIO P. MARTINEZ 21

22. Costing
HILARIO P. MARTINEZ 22
As Planned As Implemented
Unit Cost p =
Project Cost
Target Output
Unit Cost i =
Total Funds Released
Total Output Produced
Unit Cost i – Unit Cost p
Unit Cost p
X 100%% Change =

23. Illustrating Monthly Cost Deviations:
and
HILARIO P. MARTINEZ 23
(2.50) - within Tolerable Deviation (+/- 5%)
(6.67) - Out-of-Control
LEGEND:
OUTPUT and COST
(Actual-Planned)
Planned
x 100Change =
Month Planned Actual Change Planned Actual Change Planned Actual Change
M1 120 120 0.00 1800 1800 0.00 15.0 15.0 0.00
M2 120 120 0.00 3000 2800 (6.67) 25.0 23.3 (6.67)
M3 120 120 0.00 4000 3900 (2.50) 33.3 32.5 (2.50)
M4 120 120 0.00 5300 5100 (3.77) 44.2 42.5 (3.77)
M5 120 120 0.00 6700 6400 (4.48) 55.8 53.3 (4.48)
M6 120 120 0.00 8500 8300 (2.35) 70.8 69.2 (2.35)
M7 120 117 (2.50) 10100 9500 (5.94) 84.2 79.2 (5.94)
M8 120 117 (2.50) 11600 10900 (6.03) 96.7 90.8 (6.03)
M9 120 116 (3.33) 12800 12100 (5.47) 106.7 100.8 (5.47)
M10 12800 0.00 106.7 0.00
Cumulative Fund Unit CostTarget Output

24. MANPOWER
ISSUES
MACHINE
Delays and Project Milestones
HILARIO P. MARTINEZ 24
STANDARD
DEVIATION
Early Finish: +5% of Duration
Late Finish: -5% of Duration
Illustration:
…
…
CHANGE
ORDER

25. Project Schedule
HILARIO P. MARTINEZ 25
Last Month’s Total
Project Delay (days)
This Month’s
Delay (days)
TOTAL Delay
(days)
carry over to
next month

26. Technical Specification under Scrutiny
HILARIO P. MARTINEZ 26
Reflects on how
well the Project
was planned
Reflects on the
competence of
the project
officer-in-charge
Builds the
change history
of the project for
post mortem

27. Registering Project Implementation
and Subsequent Status Reporting
HILARIO P. MARTINEZ 27
1st Reporting
- 2nd Reporting
- 3rd Reporting
- 4th Reporting
- 5th Reporting
- nth Reporting
END

28. Preferred Inter-Connection of Project
Management / Implementing Units to
Central Office
HILARIO P. MARTINEZ 28

29. Initiating Project Status Reporting
HILARIO P. MARTINEZ 29
Due in 5 working days
@ end of month

30. The Project Monitoring Chart
HILARIO P. MARTINEZ 30
eeping
t
imple &
ubstantive

31. Preparing the Executive Summary
HILARIO P. MARTINEZ 31
TECHNICAL
ANALYSIS
and
MANAGEMENT
SERVICES
REPORTS FROM
IMPLEMENTING UNITS
VALIDATEDPROJECT
INFORMATION
EXECUTIVE SUMMARY
UPDATE
RECORD UPDATING
and MONITORING
BOARD POSTING
REPORTS PROCESSING
AREA

32. Acceptable Delays in Project
Implementation
HILARIO P. MARTINEZ 32

33. Quantifiable Value for Status Codes
(Per Project Basis)
Sorted by Factor Sorted by Value
HILARIO P. MARTINEZ 33

34. Bringing the Status of Projects to the
Decision-Makers
HILARIO P. MARTINEZ 34
E X E C U T I V E B R I E F I N G
INTRANET
ANY GOOD
NEWS TO
TELL ME?
or or
WASTED TAXPAYERS’
MONEY

35. Sample Filled-up Project
Monitoring Board
HILARIO P. MARTINEZ 35
CORPORATE
PERFORMANCE
LEVELS:
Excellent
Very Good
Satisfactory
Alert
Imminent

36. Applying the VALUES in the Codes
HILARIO P. MARTINEZ 36
RatingofImple-
mentingUnits

37. HILARIO P. MARTINEZ 37
AVERAGES
FUNDING
COSTING
SCHEDULE
SPECIFICATION
Determining the Corporate
Performance Level

38. An Executive’s Perspective View
Do we look just like
that? That is sick!
S.O.P. error, HRD
issues, poor planning
or all of the above ?
HILARIO P. MARTINEZ 38
SATISFACTORY

39. Qualifying Performance for Reward,
Corrective Actions and Consequences
HILARIO P. MARTINEZ 39

40. Aspiring for the Real Goal
HILARIO P. MARTINEZ 40