The document provides guidance for project managers on non-scientific aspects to consider during proposal writing for EU funded projects. It recommends carefully planning the project budget and tasks to ensure resources are sufficient. It also stresses the importance of establishing a clear management structure and internal reporting processes to monitor progress and address any issues early. Additionally, it outlines key sections of the proposal like impact, dissemination and ethics that require attention from a project management perspective.
This document discusses the logical framework approach (LFA) for project planning and monitoring and evaluation.
The LFA involves constructing a matrix called a "logframe" that summarizes key elements of a project: objectives, indicators, means of verification, and assumptions. The logframe is organized into columns representing these elements and rows representing objectives at the goal, outcome, and output levels.
The logframe helps ensure projects have clear objectives and relationships between activities and objectives. It also establishes a basis for monitoring and evaluation by defining indicators and means to measure success. Careful consideration of assumptions and risks is important as external factors could influence progress. The LFA provides a structured approach to project design, implementation, and evaluation.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
This document provides an introduction and overview of project planning. It discusses key concepts like defining the project scope, generating a work breakdown structure (WBS) and organizational breakdown structure (OBS), identifying activity relationships and durations, and developing a project network. The roles of a project manager are outlined. Project planning involves establishing objectives, determining resources, and forming an organization. Methods for representing project networks include activity-on-node (AON) and activity-on-arrow (AOA) diagrams. Planning is an essential part of project management that sets the roadmap to complete tasks on schedule and within budget.
The document provides a checklist of tasks to complete during the project startup phase. It includes collecting existing documentation, selecting a project team, drafting initial project management plans and standards, developing procedures for tasks like time tracking and issue management, and obtaining client approval for documents like the project scope and invoicing processes. The goal is to prepare the project infrastructure and get sign-off from stakeholders before officially launching the project.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
The document discusses project planning and outlines several key points:
1. Careful planning is important for project success and reduces time needed for implementation. Planning should not result in "paralysis by analysis" and must balance analysis with action.
2. The primary purpose of planning is to establish directions in sufficient detail to define what must be done, when, and with what resources to successfully complete deliverables.
3. Characteristics of a good plan include meeting organizational objectives, allowing for uncertainty and risk, and including means to control work.
Project planning and control training with legoignitetribes
Project Planning, Analysis and Control with Lego invites participants to take an active role in project planning and control through hands-on modeling with Lego bricks. The course treats everyone as equals and encourages 100% collaboration. Participants simulate construction project management by building Lego models within time and budget constraints while assuming roles like project manager. The goal is to strategize around constraints and gain an understanding of project planning tools and methodologies.
This document discusses the logical framework approach (LFA) for project planning and monitoring and evaluation.
The LFA involves constructing a matrix called a "logframe" that summarizes key elements of a project: objectives, indicators, means of verification, and assumptions. The logframe is organized into columns representing these elements and rows representing objectives at the goal, outcome, and output levels.
The logframe helps ensure projects have clear objectives and relationships between activities and objectives. It also establishes a basis for monitoring and evaluation by defining indicators and means to measure success. Careful consideration of assumptions and risks is important as external factors could influence progress. The LFA provides a structured approach to project design, implementation, and evaluation.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
Identifying Requirements, Creating the Work Breakdown structure, Developing the Project Schedule, Developing a Project Cost Estimate, Planning Quality, Organizing the Project Team, Planning for Potential Risks
This document provides an introduction and overview of project planning. It discusses key concepts like defining the project scope, generating a work breakdown structure (WBS) and organizational breakdown structure (OBS), identifying activity relationships and durations, and developing a project network. The roles of a project manager are outlined. Project planning involves establishing objectives, determining resources, and forming an organization. Methods for representing project networks include activity-on-node (AON) and activity-on-arrow (AOA) diagrams. Planning is an essential part of project management that sets the roadmap to complete tasks on schedule and within budget.
The document provides a checklist of tasks to complete during the project startup phase. It includes collecting existing documentation, selecting a project team, drafting initial project management plans and standards, developing procedures for tasks like time tracking and issue management, and obtaining client approval for documents like the project scope and invoicing processes. The goal is to prepare the project infrastructure and get sign-off from stakeholders before officially launching the project.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
The document discusses project planning and outlines several key points:
1. Careful planning is important for project success and reduces time needed for implementation. Planning should not result in "paralysis by analysis" and must balance analysis with action.
2. The primary purpose of planning is to establish directions in sufficient detail to define what must be done, when, and with what resources to successfully complete deliverables.
3. Characteristics of a good plan include meeting organizational objectives, allowing for uncertainty and risk, and including means to control work.
Project planning and control training with legoignitetribes
Project Planning, Analysis and Control with Lego invites participants to take an active role in project planning and control through hands-on modeling with Lego bricks. The course treats everyone as equals and encourages 100% collaboration. Participants simulate construction project management by building Lego models within time and budget constraints while assuming roles like project manager. The goal is to strategize around constraints and gain an understanding of project planning tools and methodologies.
Java programming presentations By Daroko blog
Do not just read java as a programmer, find projects and start making some Money, at DAROKO BLOG,WE Guide you through what you have learned in the classroom to a real business Environment, find java applications to a real business Environment, find also all IT Solutions and How you can apply them, find the best companies where you can get the IT jobs worldwide, Find java contract, Complete and start making some cash, find clients within your Country, refer and get paid when you complete the work.
Not Just a contact, at daroko Blog (www.professionalbloggertricks.com/),you are also being taught how you can apply all IT related field in real world.
Simply Google, Daroko Blog or visit (www.professionalbloggertricks.com/) to Know More about all these service now.
Do not just learn and go, apply them in real world.
The document provides details about a workshop on introducing the Logical Framework Approach (LFA) as a project planning tool. It includes an agenda with sections on introducing participants, an overview of LFA including its history and benefits, components of project planning, and an example of applying LFA to modernize settlement services. The workshop aims to help participants understand LFA and use it as an analytic framework for participatory project planning, assessment, and evaluation.
This document provides information about an online course on project management (CMGT 410) including assignments, discussion questions, and links. It discusses a hypothetical project to plan a 2-day training session for managers at various company locations to learn a new compliance system. The document outlines assignments to develop a project plan, budget, and status updates for the training session project.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
Before commencement of any project, the first thing that we need to do is project planning. Any reasonable project manager* certainly understands importance of planning a project well. Carefully planned project takes into account necessary aspects of a project (e.g. tasks, milestone, schedule,risks, communication, quality, etc.) and provide a plan which project team can refer during execution.
PCM - Project Cycle Management, Training on Evaluationrexcris
The document discusses key concepts in project evaluation including definitions of evaluation, the project cycle, when evaluations should occur, purposes of evaluations, and criteria for evaluating development assistance including relevance, efficiency, effectiveness, impact, and sustainability. It provides examples of questions to consider under each of the five evaluation criteria. The summary focuses on defining the five evaluation criteria - relevance, efficiency, effectiveness, impact, and sustainability.
This document provides an overview of the logical framework approach for writing project proposals. It discusses:
- The importance of proposals for securing donor funding and the need for thoughtful planning.
- Components of a proposal including identifying the problem, available resources, objectives, and strategy.
- Advantages of the logical framework approach including systematically analyzing problems, clearly defining measurable objectives, and providing a basis for monitoring and evaluation.
- Steps in the logical framework including problem analysis, analyzing objectives, analyzing strategy alternatives, developing the logframe matrix, activity planning, and resource planning.
- Key elements of the logframe including objectives, indicators, sources of verification, assumptions, and risks.
- Examples of how
Project evaluation and implementation notes and questionsAnirban Chakraborty
The notes on "Project Evaluation and Implementation" was prepared with help of Professor Kaushik Banerjee. He is the Honorable Professor at Brainware Business School at Saltlake, Kolkata.
The document defines a detailed project report (DPR) as a complete written report that provides details necessary for investment decisions, approval, and planning of a proposed business venture. A DPR goes beyond a prefeasibility study by covering maximum project details to help decision makers determine if a project should proceed. It identifies all commercial, technical, and entrepreneurial risks and includes information like market surveys, technology descriptions, resource evaluations, cost analyses, and implementation plans. The DPR serves as the base document for initiating, planning, implementing, and determining the costs of a new project.
This document provides a project organization chart and roles and responsibilities matrix for a project. The organization chart shows the leadership structure including an executive sponsor, project leader, project manager, core team, functional teams, and project resources. The roles and responsibilities matrix defines the responsibilities and expected deliverables for each functional team.
This document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects have finite durations and are unique, whereas operations are ongoing and repetitive.
2) Project management involves applying knowledge, skills, tools, and techniques to meet project objectives by balancing scope, time, cost, quality and risk through processes like planning, executing, and closing.
3) Important project management steps include developing a project charter, work breakdown structure, logical sequencing of tasks, estimating activity durations, and creating a schedule using critical path methodology.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
This document defines key project management terms and concepts. It discusses the roles of a project manager and different types of project managers. The document also outlines the project life cycle phases including initiation, planning, execution, control, and close-out. It defines important project documents like the project charter and change control board. Finally, it discusses the knowledge areas of project management including integration management, scope management, scheduling, cost, quality, and risk management.
Software Project Management: Project InitiationMinhas Kamal
Software Project Management: ResearchColab- Project Initiation (Document-1)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards, including factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. The characteristics of a good project manager are also discussed, including having a working knowledge in several fields, understanding managerial problems, and being able to delegate tasks to subordinates.
This document provides an overview of key concepts in project management including:
- Defining a project and the goals of project management to complete tasks on time and within budget.
- Common causes of project failure such as lack of commitment and poor planning.
- Tools used in project management including PERT charts, Gantt charts, and joint project planning.
- The six main activities in project management: defining scope, identifying tasks, estimating durations, specifying dependencies, assigning resources, and monitoring progress.
The document discusses planning for an information systems development project. It covers defining project objectives, developing a work breakdown structure and network diagram, and utilizing a project management methodology like the systems development life cycle. Key steps in planning include defining the objective, listing all required activities, and graphically depicting the sequence and relationships of activities in a network diagram using techniques like Gantt charts.
1. Project Cycle Management (PCM) is an approach adopted by the European Commission in 1992 to design and manage projects based on the Logical Framework Approach.
2. The project cycle includes identification, formulation, preparation and appraisal, commitment, implementation, and evaluation and audit phases.
3. During the identification and formulation phase, project ideas are developed and feasibility is assessed to determine if a formal proposal should be prepared.
This document provides an overview of the CMGT 410 course which focuses on project planning and implementation. It outlines the individual and team assignments for each of the 5 weeks. The assignments involve developing various project management artifacts like a project proposal, charter, schedule, budget, evaluation plan, and comparison of project management models. The document describes the requirements and deliverables for each assignment.
PLANNING THE INTERNATIONAL PROJECT IN TERMS OF TIME, COS.docxinfantsuk
PLANNING THE INTERNATIONAL
PROJECT IN TERMS OF TIME,
COST, AND QUALITY
Chapter 5
THE CHALLENGE OF PLANNING AN INTERNATIONAL PROJECT
Why planning a project?
Planning reduces uncertainty and brings structure into
chaos.
Issues with planning in international project.
Planning needs to be constantly revised due to a fast
changing international environment.
The international environment is complex and difficult to
predict.
More factors need to be included into project planning than
for planning standard projects.
2
THE PLANNING PROCESS
The planning process can be divided into four major tasks:
1. Planning time.
2. Scheduling under resource constraints.
3. Planning cost.
4. Planning quality.
The objective of planning is to:
Minimize project duration.
Minimize the resource availability cost.
Maximize quality.
3
Required inputs:
1
3
2
4
Planning
Time
Scheduling
under
resource
constraints
Planning
Cost
Planning
Quality
Planning
Time, Cost,
Quality of the
International
Project
1. Work Breakdown Structure
2. Organizational Breakdown
Structure
3. Analysis of skill sets of
available staff beyond
academic and job titles (based
on CVs and interviews)
4. Overview of holiday
entitlements of international
staff in different locations
Main output: Gantt chart or network
diagram
Required tools and
techniques:
- Project Network Diagram,
mainly Activity on Arrow
(AoA)
as basis for CPM, CPA,
PERT, PDM etc.
- Gantt chart or bar chart
1. Project Scope Statement
2. Work Breakdown Structure
3. Estimates for activity duration
4. Establishment of relationships
between single activities in form of
precedence
5. Calendar with international holidays
relevant to the international project
Main output:
Resource loaded Gantt chart
Required tools and
techniques:
- Loaded Gantt chart
Required inputs:
1. Financial objective / available budget
2. Cost estimates
3. Overview of international locations
involved in the project
4. Overview of salaries, facilities,
equipment and other costs in the
relevant international locations
5. Cost for risk mitigation or contingency
plans (cf. Chapter 4)
6. Development of currency fluctuations
Required tools and techniques:
- Step counting cost-estimating techniques
- Exponential cost-estimating techniques
- Parametric cost-estimating techniques
- Even-loading, front-loading, back-loading budget
methods
- Periodic cost spreadsheet
- Cumulative cost spreadsheet
Required inputs:
Required inputs:
1. Project scope statement incl. cross-check of
customer’s expectation level
2. Cultural gap analysis regarding perception of quality
in involved countries and cultures
3. Functionality of product/service/project result
Not
discussed
in this book
Main output:
Budget spreadsheets
Required tools and techniques:
- Standard quality control techniques
- Pareto diagrams
- Checklists for pa.
PLANNING THE INTERNATIONAL PROJECT IN TERMS OF TIME, COS.docxstilliegeorgiana
PLANNING THE INTERNATIONAL
PROJECT IN TERMS OF TIME,
COST, AND QUALITY
Chapter 5
THE CHALLENGE OF PLANNING AN INTERNATIONAL PROJECT
Why planning a project?
Planning reduces uncertainty and brings structure into
chaos.
Issues with planning in international project.
Planning needs to be constantly revised due to a fast
changing international environment.
The international environment is complex and difficult to
predict.
More factors need to be included into project planning than
for planning standard projects.
2
THE PLANNING PROCESS
The planning process can be divided into four major tasks:
1. Planning time.
2. Scheduling under resource constraints.
3. Planning cost.
4. Planning quality.
The objective of planning is to:
Minimize project duration.
Minimize the resource availability cost.
Maximize quality.
3
Required inputs:
1
3
2
4
Planning
Time
Scheduling
under
resource
constraints
Planning
Cost
Planning
Quality
Planning
Time, Cost,
Quality of the
International
Project
1. Work Breakdown Structure
2. Organizational Breakdown
Structure
3. Analysis of skill sets of
available staff beyond
academic and job titles (based
on CVs and interviews)
4. Overview of holiday
entitlements of international
staff in different locations
Main output: Gantt chart or network
diagram
Required tools and
techniques:
- Project Network Diagram,
mainly Activity on Arrow
(AoA)
as basis for CPM, CPA,
PERT, PDM etc.
- Gantt chart or bar chart
1. Project Scope Statement
2. Work Breakdown Structure
3. Estimates for activity duration
4. Establishment of relationships
between single activities in form of
precedence
5. Calendar with international holidays
relevant to the international project
Main output:
Resource loaded Gantt chart
Required tools and
techniques:
- Loaded Gantt chart
Required inputs:
1. Financial objective / available budget
2. Cost estimates
3. Overview of international locations
involved in the project
4. Overview of salaries, facilities,
equipment and other costs in the
relevant international locations
5. Cost for risk mitigation or contingency
plans (cf. Chapter 4)
6. Development of currency fluctuations
Required tools and techniques:
- Step counting cost-estimating techniques
- Exponential cost-estimating techniques
- Parametric cost-estimating techniques
- Even-loading, front-loading, back-loading budget
methods
- Periodic cost spreadsheet
- Cumulative cost spreadsheet
Required inputs:
Required inputs:
1. Project scope statement incl. cross-check of
customer’s expectation level
2. Cultural gap analysis regarding perception of quality
in involved countries and cultures
3. Functionality of product/service/project result
Not
discussed
in this book
Main output:
Budget spreadsheets
Required tools and techniques:
- Standard quality control techniques
- Pareto diagrams
- Checklists for pa ...
Java programming presentations By Daroko blog
Do not just read java as a programmer, find projects and start making some Money, at DAROKO BLOG,WE Guide you through what you have learned in the classroom to a real business Environment, find java applications to a real business Environment, find also all IT Solutions and How you can apply them, find the best companies where you can get the IT jobs worldwide, Find java contract, Complete and start making some cash, find clients within your Country, refer and get paid when you complete the work.
Not Just a contact, at daroko Blog (www.professionalbloggertricks.com/),you are also being taught how you can apply all IT related field in real world.
Simply Google, Daroko Blog or visit (www.professionalbloggertricks.com/) to Know More about all these service now.
Do not just learn and go, apply them in real world.
The document provides details about a workshop on introducing the Logical Framework Approach (LFA) as a project planning tool. It includes an agenda with sections on introducing participants, an overview of LFA including its history and benefits, components of project planning, and an example of applying LFA to modernize settlement services. The workshop aims to help participants understand LFA and use it as an analytic framework for participatory project planning, assessment, and evaluation.
This document provides information about an online course on project management (CMGT 410) including assignments, discussion questions, and links. It discusses a hypothetical project to plan a 2-day training session for managers at various company locations to learn a new compliance system. The document outlines assignments to develop a project plan, budget, and status updates for the training session project.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
Before commencement of any project, the first thing that we need to do is project planning. Any reasonable project manager* certainly understands importance of planning a project well. Carefully planned project takes into account necessary aspects of a project (e.g. tasks, milestone, schedule,risks, communication, quality, etc.) and provide a plan which project team can refer during execution.
PCM - Project Cycle Management, Training on Evaluationrexcris
The document discusses key concepts in project evaluation including definitions of evaluation, the project cycle, when evaluations should occur, purposes of evaluations, and criteria for evaluating development assistance including relevance, efficiency, effectiveness, impact, and sustainability. It provides examples of questions to consider under each of the five evaluation criteria. The summary focuses on defining the five evaluation criteria - relevance, efficiency, effectiveness, impact, and sustainability.
This document provides an overview of the logical framework approach for writing project proposals. It discusses:
- The importance of proposals for securing donor funding and the need for thoughtful planning.
- Components of a proposal including identifying the problem, available resources, objectives, and strategy.
- Advantages of the logical framework approach including systematically analyzing problems, clearly defining measurable objectives, and providing a basis for monitoring and evaluation.
- Steps in the logical framework including problem analysis, analyzing objectives, analyzing strategy alternatives, developing the logframe matrix, activity planning, and resource planning.
- Key elements of the logframe including objectives, indicators, sources of verification, assumptions, and risks.
- Examples of how
Project evaluation and implementation notes and questionsAnirban Chakraborty
The notes on "Project Evaluation and Implementation" was prepared with help of Professor Kaushik Banerjee. He is the Honorable Professor at Brainware Business School at Saltlake, Kolkata.
The document defines a detailed project report (DPR) as a complete written report that provides details necessary for investment decisions, approval, and planning of a proposed business venture. A DPR goes beyond a prefeasibility study by covering maximum project details to help decision makers determine if a project should proceed. It identifies all commercial, technical, and entrepreneurial risks and includes information like market surveys, technology descriptions, resource evaluations, cost analyses, and implementation plans. The DPR serves as the base document for initiating, planning, implementing, and determining the costs of a new project.
This document provides a project organization chart and roles and responsibilities matrix for a project. The organization chart shows the leadership structure including an executive sponsor, project leader, project manager, core team, functional teams, and project resources. The roles and responsibilities matrix defines the responsibilities and expected deliverables for each functional team.
This document discusses key concepts in project management including:
1) It defines a project as a temporary endeavor undertaken to create a unique product or service. Projects have finite durations and are unique, whereas operations are ongoing and repetitive.
2) Project management involves applying knowledge, skills, tools, and techniques to meet project objectives by balancing scope, time, cost, quality and risk through processes like planning, executing, and closing.
3) Important project management steps include developing a project charter, work breakdown structure, logical sequencing of tasks, estimating activity durations, and creating a schedule using critical path methodology.
The document introduces project execution and the need to develop a Project Execution Plan to outline responsibilities and procedures for delivering agreed upon project outputs, as the plan expands on the Project Business Plan by specifying day-to-day management controls. A Project Execution Plan is developed when a project proposal is approved, and requires knowledge of developing detailed project plans, schedules, quality procedures, reporting, purchasing if needed, risk management, and cost control. The main outputs of project planning include the project execution plan and controls, progress reports, action item logs, project cost control, training plans, risk logs, and lessons learned.
This document defines key project management terms and concepts. It discusses the roles of a project manager and different types of project managers. The document also outlines the project life cycle phases including initiation, planning, execution, control, and close-out. It defines important project documents like the project charter and change control board. Finally, it discusses the knowledge areas of project management including integration management, scope management, scheduling, cost, quality, and risk management.
Software Project Management: Project InitiationMinhas Kamal
Software Project Management: ResearchColab- Project Initiation (Document-1)
Presented in 4th year of Bachelor of Science in Software Engineering (BSSE) course at Institute of Information Technology, University of Dhaka (IIT, DU).
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards and factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. A good project manager should have working knowledge in multiple fields, understand managerial problems, delegate tasks, and know the objectives and management process of the project.
This document discusses project implementation and management. It covers the key aspects of project implementation from activation onwards, including factors that affect implementation. Project management is defined as planning and directing a project from inception to completion. The characteristics of a good project manager are also discussed, including having a working knowledge in several fields, understanding managerial problems, and being able to delegate tasks to subordinates.
This document provides an overview of key concepts in project management including:
- Defining a project and the goals of project management to complete tasks on time and within budget.
- Common causes of project failure such as lack of commitment and poor planning.
- Tools used in project management including PERT charts, Gantt charts, and joint project planning.
- The six main activities in project management: defining scope, identifying tasks, estimating durations, specifying dependencies, assigning resources, and monitoring progress.
The document discusses planning for an information systems development project. It covers defining project objectives, developing a work breakdown structure and network diagram, and utilizing a project management methodology like the systems development life cycle. Key steps in planning include defining the objective, listing all required activities, and graphically depicting the sequence and relationships of activities in a network diagram using techniques like Gantt charts.
1. Project Cycle Management (PCM) is an approach adopted by the European Commission in 1992 to design and manage projects based on the Logical Framework Approach.
2. The project cycle includes identification, formulation, preparation and appraisal, commitment, implementation, and evaluation and audit phases.
3. During the identification and formulation phase, project ideas are developed and feasibility is assessed to determine if a formal proposal should be prepared.
This document provides an overview of the CMGT 410 course which focuses on project planning and implementation. It outlines the individual and team assignments for each of the 5 weeks. The assignments involve developing various project management artifacts like a project proposal, charter, schedule, budget, evaluation plan, and comparison of project management models. The document describes the requirements and deliverables for each assignment.
PLANNING THE INTERNATIONAL PROJECT IN TERMS OF TIME, COS.docxinfantsuk
PLANNING THE INTERNATIONAL
PROJECT IN TERMS OF TIME,
COST, AND QUALITY
Chapter 5
THE CHALLENGE OF PLANNING AN INTERNATIONAL PROJECT
Why planning a project?
Planning reduces uncertainty and brings structure into
chaos.
Issues with planning in international project.
Planning needs to be constantly revised due to a fast
changing international environment.
The international environment is complex and difficult to
predict.
More factors need to be included into project planning than
for planning standard projects.
2
THE PLANNING PROCESS
The planning process can be divided into four major tasks:
1. Planning time.
2. Scheduling under resource constraints.
3. Planning cost.
4. Planning quality.
The objective of planning is to:
Minimize project duration.
Minimize the resource availability cost.
Maximize quality.
3
Required inputs:
1
3
2
4
Planning
Time
Scheduling
under
resource
constraints
Planning
Cost
Planning
Quality
Planning
Time, Cost,
Quality of the
International
Project
1. Work Breakdown Structure
2. Organizational Breakdown
Structure
3. Analysis of skill sets of
available staff beyond
academic and job titles (based
on CVs and interviews)
4. Overview of holiday
entitlements of international
staff in different locations
Main output: Gantt chart or network
diagram
Required tools and
techniques:
- Project Network Diagram,
mainly Activity on Arrow
(AoA)
as basis for CPM, CPA,
PERT, PDM etc.
- Gantt chart or bar chart
1. Project Scope Statement
2. Work Breakdown Structure
3. Estimates for activity duration
4. Establishment of relationships
between single activities in form of
precedence
5. Calendar with international holidays
relevant to the international project
Main output:
Resource loaded Gantt chart
Required tools and
techniques:
- Loaded Gantt chart
Required inputs:
1. Financial objective / available budget
2. Cost estimates
3. Overview of international locations
involved in the project
4. Overview of salaries, facilities,
equipment and other costs in the
relevant international locations
5. Cost for risk mitigation or contingency
plans (cf. Chapter 4)
6. Development of currency fluctuations
Required tools and techniques:
- Step counting cost-estimating techniques
- Exponential cost-estimating techniques
- Parametric cost-estimating techniques
- Even-loading, front-loading, back-loading budget
methods
- Periodic cost spreadsheet
- Cumulative cost spreadsheet
Required inputs:
Required inputs:
1. Project scope statement incl. cross-check of
customer’s expectation level
2. Cultural gap analysis regarding perception of quality
in involved countries and cultures
3. Functionality of product/service/project result
Not
discussed
in this book
Main output:
Budget spreadsheets
Required tools and techniques:
- Standard quality control techniques
- Pareto diagrams
- Checklists for pa.
PLANNING THE INTERNATIONAL PROJECT IN TERMS OF TIME, COS.docxstilliegeorgiana
PLANNING THE INTERNATIONAL
PROJECT IN TERMS OF TIME,
COST, AND QUALITY
Chapter 5
THE CHALLENGE OF PLANNING AN INTERNATIONAL PROJECT
Why planning a project?
Planning reduces uncertainty and brings structure into
chaos.
Issues with planning in international project.
Planning needs to be constantly revised due to a fast
changing international environment.
The international environment is complex and difficult to
predict.
More factors need to be included into project planning than
for planning standard projects.
2
THE PLANNING PROCESS
The planning process can be divided into four major tasks:
1. Planning time.
2. Scheduling under resource constraints.
3. Planning cost.
4. Planning quality.
The objective of planning is to:
Minimize project duration.
Minimize the resource availability cost.
Maximize quality.
3
Required inputs:
1
3
2
4
Planning
Time
Scheduling
under
resource
constraints
Planning
Cost
Planning
Quality
Planning
Time, Cost,
Quality of the
International
Project
1. Work Breakdown Structure
2. Organizational Breakdown
Structure
3. Analysis of skill sets of
available staff beyond
academic and job titles (based
on CVs and interviews)
4. Overview of holiday
entitlements of international
staff in different locations
Main output: Gantt chart or network
diagram
Required tools and
techniques:
- Project Network Diagram,
mainly Activity on Arrow
(AoA)
as basis for CPM, CPA,
PERT, PDM etc.
- Gantt chart or bar chart
1. Project Scope Statement
2. Work Breakdown Structure
3. Estimates for activity duration
4. Establishment of relationships
between single activities in form of
precedence
5. Calendar with international holidays
relevant to the international project
Main output:
Resource loaded Gantt chart
Required tools and
techniques:
- Loaded Gantt chart
Required inputs:
1. Financial objective / available budget
2. Cost estimates
3. Overview of international locations
involved in the project
4. Overview of salaries, facilities,
equipment and other costs in the
relevant international locations
5. Cost for risk mitigation or contingency
plans (cf. Chapter 4)
6. Development of currency fluctuations
Required tools and techniques:
- Step counting cost-estimating techniques
- Exponential cost-estimating techniques
- Parametric cost-estimating techniques
- Even-loading, front-loading, back-loading budget
methods
- Periodic cost spreadsheet
- Cumulative cost spreadsheet
Required inputs:
Required inputs:
1. Project scope statement incl. cross-check of
customer’s expectation level
2. Cultural gap analysis regarding perception of quality
in involved countries and cultures
3. Functionality of product/service/project result
Not
discussed
in this book
Main output:
Budget spreadsheets
Required tools and techniques:
- Standard quality control techniques
- Pareto diagrams
- Checklists for pa ...
The document provides guidance on preparing project proposals or "project fiches" for funding under the Phare pre-accession instrument in Iceland. It outlines the key elements that should be included in a project fiche, such as objectives, activities, budget, implementation timeline, and risk assessment. The document also describes the process for designing projects, including defining the problem, scope, stakeholders and ensuring lessons from past projects are considered.
The document discusses various tools and techniques for project planning including work breakdown structures, responsibility assignment matrices, Gantt charts, network diagrams, and critical path method. It explains how these tools are used to define activities, sequence tasks, estimate durations, develop schedules, and identify the critical path. Project planning is important for organizing, implementing, monitoring, and controlling projects to meet goals and objectives within constraints of time, budget, and requirements.
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Frame Analysis Logical Frame Analysis Logical Frame Analysis Logical Frame Analysis Logical Frame Analysis Logical Frame Analysis OBJECTIVES
1.Introduce Logical Framework
Analysis/Approach (LFA) and its
uses.
2.Familiarize with the main steps
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4.Exercise on the Project Planning
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EU Horizon2020 proposal development by Anastasia Walter
1. best practices
from EU project manager
or
What you should think
the proposal writing?
by Anastasia Walter
Universität Hamburg
Centrum für Erdsystemforschung und Nachhaltigkeit (CEN)
October 2017
2. Introduction
Currently:
Project manager of CERES project
(H2020, Blue Growth)
at UHH CEN / IHF
Relevant experience:
9 years project manager of EU funded big collaborative
Projects in FP6, FP7 and H2020
in Part Societal Challenges (previously: Cooperation)
type of actions: RIA, IA, CSA/SA
applied research (mostly), demonstration
industry involvement (and high commitment)
consortia with > 20 project partners (and up to 65)
proposal preparation, coordination and co-writing
project management and follow-up
3. What you should think about during the
proposal writing from the PM perspective?
• Project planning: Budget vs. Tasks
• Project plan
• Management structure & composition (Section 2.1)
• Internal reporting & performance monitoring
• Other non-scientific aspects of H2020 project
–Ethics
–Impact & Dissemination
–Advisory boards
4. What are non-scientific parts?
Source: http://www.hyperion.ie/templates.htm
Job to be done Responsible
Person
PART A
Form A1: Summary
Form A2: Partner details Each partner
Project Effort form
Form A3: Summary of costs
PART B
1. Scientific and/or technical quality relevant to call
1.1 Concepts and objectives
1.2 Progress beyond the state of the art
1.3 S/T methodology and associated work-plan
1.3 (i) Overall strategy of the work-plan Coordinator
1.3 (ii) Gantt Chart Manager
1.3 (iii) Breakdown of the work
1.3a Work-package List
1.3b Deliverables List
1.3c Description of each work-package WP Leaders
1.3d Summary effort table
1.3e List of Milestones
1.3 (iv) Pert Chart
Risk and Contingency Plans
2. Implementation
2.1 Management Structure and procedures (5 pages)
2.2 Individual Participants (1 page per participant) Each partner
2.3 Consortium as a whole
Third Parties / Subcontractors ?
International Partners?
Future additional partners?
2.4 Resources to be committed
Cost
Other sources of income for the work
3. Impact
3.1 Expected Impacts
3.2 Dissemination of project results
Exploitation of project results
Management of intellectual property
4. Ethical Issues
5. Consideration of gender aspects
Letter of Intent or Consortium Agreement?
5. What are non-scientific parts?
Source: http://www.hyperion.ie/templates.htm
Proposal content Responsible
Person
PART A
Form A1: Summary
Form A2: Partner details Each partner
Project Effort form
Form A3: Summary of costs
PART B
1. Scientific and/or technical quality relevant to call
1.1 Concepts and objectives
1.2 Progress beyond the state of the art
1.3 S/T methodology and associated work-plan
1.3 (i) Overall strategy of the work-plan Coordinator
1.3 (ii) Gantt Chart Manager
1.3 (iii) Breakdown of the work
1.3a Work-package List
1.3b Deliverables List
1.3c Description of each work-package WP Leaders
1.3d Summary effort table
1.3e List of Milestones
1.3 (iv) Pert Chart
Risk and Contingency Plans
2. Implementation
2.1 Management Structure and procedures (5 pages)
2.2 Individual Participants (1 page per participant) Each partner
2.3 Consortium as a whole
Third Parties / Subcontractors ?
International Partners?
Future additional partners?
2.4 Resources to be committed
Cost
Other sources of income for the work
3. Impact
3.1 Expected Impacts
3.2 Dissemination of project results
Exploitation of project results
Management of intellectual property
4. Ethical Issues
5. Consideration of gender aspects
Letter of Intent or Consortium Agreement /
6. Project plan:
Budget vs. Tasks
– Check if your partner have assigned sufficient resources vs. Tasks planned
Tip: plan your resources (person-month) internally per task WP leaders & coordinator
have a good overview on efforts planned and responsibilities
– In WP description describe clearly the contribution of each WP partner
– The allocation of the resources must be clear in Section B3.1 Work plan
– Consumables must be sufficient justified
7. Project plan:
Budget vs. Tasks
Goal:
– Create clear responsibilities (less discussions afterwards) and a good impression
for the evaluators (you have a detailed plan)
Benefits:
- It helps coordinator and WP and Task (!) leaders for partners’ performance
monitoring & Reporting
– You still keep full flexibility
• Invest few more hours during the proposal preparation to save time for later
discussions and clarification during the project, which delay the project progress and
cause conflicts
(=consume more resources , cause more risks)
10. Don’t forget
to plan the budget for:
Efficient number of project meetings
– annual/bi-annual project assembly
– SSC and other management bodies
– review meetings with EC/Agency
– conferences, workshops, field studies…
Internal PM-tool
CFS (for partners with >325 k€ funding)
Subcontracting/ services
(if any minor task cannot be performed by a consortium, e.g.
development of an user interface for the software )
Sufficient coordination costs
(+2 month after the project end)
Dissemination
– Open access
– Conference fees
– IT-/Web tools
– Printed materials
– Video films
– Web/Graphic designer
Gender tasks
Summer schools /training activities
costs for external advisors / experts
11. Project plan
• Check carefully the project plan
• Timing of WP and Tasks and dependencies
WWW - WHO delivers WHAT and WHEN
• WP and tasks should be checked and agreed with consortium
• Deadline for Deliverable Reports 1 month later than Result
(time for writing and internal check & approval)
• Define Milestones in more detail (don’t mix with deliverables)
• Milestone = Event – planned on the overall project level (cross-WP)
WP)
• Deliverable = Result (mostly reports) – can be output of a WP or Task
12. Section 2.1 Project
Management
• Put Management WP
• Define different WP and Task Leaders for other WPs
(check they must have enough resources planned to be able to manage their WP and Tasks)
• Decide about management structure. Describe why this structure is appropriate to the complexity and
scale of the project
• Elaborate and describe the methodology for progress monitoring and reporting
• Describe the conflict resolution and decision making mechanisms
• Make visible the experience in the leadership of EU-projects of the coordination team
• Provide a sufficient risk management plan (Table 3.2 B critical risks).
Risks could be:
– Technical
– Scientific
– Economic
– Rules & Legislation
– Ethical etc [1].
[1] McMarty, Seán, “How to write a competitive proposal for Horizon 2020”, November 2013, Co Cork
13. Consortium structure and
management bodies
• Check if your PM part is inline with (future) contracts:
• Consortium Agreement - Model CA (DESCA)
• EC Annotated Model Grant Agreement
• Who will compose the steering group?
• What groups should be established to perform in best
way the proposed work, e.g.
– Dissemination/Exploitation Group
– Industry stakeholders
– Lead User Group (users of results)
– Expert groups
• Any external groups (non-beneficiaries)? e.g.
– Reference user group
– Scientific advisors
– Governmental authorities and NGOs
– Associations
Source: ‘CERES’, EC Grant Agreement Nr 678193
14. Internal reporting and
progress monitoring
• Normally reporting to EC are on annual basis or every 18 months
Too late, if issues come up
• You have to identify problems & issues as early as possible:
– low partner performance
– unclear tasks or results or
– working approach / detailed requirements / isn’t agreed / defined
– delays in finalising of task result in delay of deliverables and milestones
– low quality of expected results
– changes in resourced planned needed
15. Internal reporting
Every 3, 4 or 6 months – depends on
• Project complexity
• Risks
• Scope of reporting
Example (CERES project):
Work done
(activities
performed)
Results achieved
(short list)
Issues
Deviations from DoA
and corrective
measures
Upcoming
Activities (next 6
months)
Description of
possible risks and
their impact on
Task / WP
Risk score*
Proposed
mitigation actions
(preventative and
contingency)
L C T
A few bullet points
describing the work
carried out for each
Task you are involved
in during the reporting
period Months 1-18
provide a very short list
of achieved (preliminary)
results
Any issue / concerns
experienced which may
need addressing in the
future.
Explain the reasons for
deviations from the DoA, the
consequences and the
proposed corrective actions.
1) Include explanations for
tasks not fully implemented,
critical objectives not fully
achieved and/or not being on
schedule. Explain also the
impact on other tasks on the
available resources and the
planning.
2) Include explanations on
deviations of the use of
resources between actual
and planned (in Annex1),
especially related to person-
months per work package.
Brief description of
the anticipated
future delivery over
the next 6 months;
Months 19 - 24
Indicate possible
risks and how they
can affect on your
Task and WP
an
asses
sment
of the
likeliho
od a
risk
will
occur
(1-low,
2-
mediu
m, 3-
high)
possibl
e
serious
ness/i
mpact
if the
risk
does
occur
(1-low,
2-
mediu
m, 3-
high)
a total
grade
of
each
risk (L
x C
calcula
ted
autom
atically
)
Propose the
measures for
mitigation of the
possible risks
risk register (PRINCE2)
Source: Anastasia Walter, Project ‘CERES’, EC Grant Agreement Nr 678193
16. Why?
Project time
Degree
beginning end
low
high
cost of changes
stakeholder influence, risk & uncertainty
Changes over the project life time
Reference: Impact on variables based
on project time,
Project Management Institute 2008
17. Contractual reporting to EC &
internal reporting
Project duration
Continuous Reporting
Periodic
reporting
Periodic
reporting
Final
reporting
End of reporting
period 1 (month
12/18)
Project end
(month 36…48)
End of reporting
period 2
(month 24/36)
Internal project interim reporting
Proposal: Describe short but clear your progress monitoring methods
During the project:
try to avoid researcher fatigue
Check cost-benefit ratio of the reporting Source: Anastasia Walter
18. IMPACT
• A political word
• Section should be written by partner who will use the project impact
• Should be written in the language of the users of the results
• Specific programmes and type of actions have different types of impact with different
TRL
1. Describe the ‘big picture’ (context: value chain, stakeholder diagram)
2. Indicate where the research is focused (in the innovation chain)
3. Describe the TRL of the research
4. Identify your partners in 1.
5. Convert project outputs (deliverables) to outcomes (dissemination & exploitation plans) [1]
[1] McMarty, Seán, “How to write a competitive proposal for Horizon 2020”, November 2013, Co Cork
19. Exploitation &
Dissemination
• Exploitation & Use
– Utilisation of results in
• Future research activities
• Developing, creating and marketing of a new product / process
• Creation and providing a service
• Standardisation activities
E.g. Licence, Manual, Handbook, Pilot site, trial
• Dissemination - public disclosure of results (e.g. scientific publications,
presentations, courses & training) – used to promote the project and the expected
outcomes to the relevant stakeholders
20. Non-scientific aspects:
GENDER ISSUES
Background:
– Equality
– Discrimination
– Equity men/women
Gender issues in H2020 can be summarised as follows:
Research FOR/BY/ABOUT women in science:
FOR: research that is specific for women
BY: number of women involved in the proposed work
ABOUT: it may be possible to introduce a specific gender dimension to the project
If there is NO gender aspects: state it clearly
“the issue was considered and no gender aspect can be introduced to the project” [1]
_____
[1] McMarty, Seán, “How to write a competitive proposal for Horizon 2020”, November 2013, Co Cork
21. Section 5: Ethics
Tip: BAK Leitfaden zur Beachtung ethischer Aspekte in Horizon 2020
• Usually each project has at least 1 ethical issue: e.g. personal data collection on
website, project newsletter mailing lists, contacts of external stakeholders etc.
• If you have entered any ethics issues in the table (administrative proposal forms) you
must submit an ethics self-assessment
• Provide a documents that you need under national law
• address these issues in the Section 5
22. Thank you for your attention!
Questions?
Anastasia Walter
Project manager
CERES Office at CEN
Universität Hamburg
Grindelberg 5, 20144 Hamburg
anastasia.walter@uni-hamburg.de
Editor's Notes
Antragstellung
Prüfung, ob für alle Partner die Ressourcen ihrem Arbeitsumfang entsprechend eingeplant sind
Tipp: Ressourcen (Personen-Monate) pro Task statt WP einplanen -> Koordinator hat guten Überblick auf die Beteiligung (Arbeitsumfang & Verantwortung) von Partnern
In WP Beschreibung Aufgaben von jedem einzelnen Partner auf Task-Ebene darstellen
Vorteile:
Klare Verantwortungen
Klare Aufgabenverteilung in dem Arbeitspaket pro Task
Hilft dem Koordinator und WP Leader beim Performance monitoring & Reporting
Flexibilität bleibt erhalten!
Technical (goals are beyond the state-of-the-art technologies)
Scientific (knowledge may not be available)
Economic (solutions are too expensive to achieve results)
Rules & Legislation (approach can not be used)
Ethical (may infringe ethics)
5. Beispiel:
Output – Software
Für lead user / target stakeholder Programmer – algorithm, Code
Für Lead user/target stakeholder Intergrator - tool
Hintergrunde der Geschlechstproblematik:
Gleichstellung
Diskriminierunf
Gerechtigkeit der beide Geschlechter
FOR: Forschung speziell für Frauen (z.B. über den Gebärmutterhalskrebs)
BY: Anzahl der weiblichen Wissenschaftlerin, die in das Projekt involviert sind
ABOUT: wenn ein Projekt forscht über Diabetes, eventuell es ist möglich Diabetes bei Männer und bei Frauenzu zu untersuchen