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.
The document discusses the project life cycle which consists of four phases: initiation, planning, execution, and closure/evaluation.
The initiation phase involves defining the project scope, objectives, and resources. A business case and feasibility study are developed. In planning, detailed project, resource, financial, quality, risk, and acceptance plans are created.
Execution involves building deliverables while managing time, costs, quality, risks, issues, acceptance, and communications. Closure involves releasing deliverables, closing contracts, and communicating project end. An evaluation determines project success and lessons learned.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
The document discusses the key aspects of project integration management according to the Project Management Body of Knowledge (PMBOK). It describes the six main processes involved in project integration management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the inputs, tools and techniques, and outputs of each process. It also discusses some components of the project management plan and charter.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
This document discusses chapter 8 of the Project Management Body of Knowledge (PMBOK) guide, which covers project quality management. It describes the key processes involved in quality management, including planning quality, performing quality assurance, and controlling quality. Some important aspects covered include defining quality, quality management concepts from thought leaders like Crosby, Juran and Deming, the seven basic quality tools that can be used such as flowcharts, control charts and scatter diagrams, and the inputs, tools/techniques and outputs of the key quality management processes.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The document discusses the project life cycle which consists of four phases: initiation, planning, execution, and closure/evaluation.
The initiation phase involves defining the project scope, objectives, and resources. A business case and feasibility study are developed. In planning, detailed project, resource, financial, quality, risk, and acceptance plans are created.
Execution involves building deliverables while managing time, costs, quality, risks, issues, acceptance, and communications. Closure involves releasing deliverables, closing contracts, and communicating project end. An evaluation determines project success and lessons learned.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
The document discusses the key aspects of project integration management according to the Project Management Body of Knowledge (PMBOK). It describes the six main processes involved in project integration management: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. It provides details on the inputs, tools and techniques, and outputs of each process. It also discusses some components of the project management plan and charter.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
This document discusses chapter 8 of the Project Management Body of Knowledge (PMBOK) guide, which covers project quality management. It describes the key processes involved in quality management, including planning quality, performing quality assurance, and controlling quality. Some important aspects covered include defining quality, quality management concepts from thought leaders like Crosby, Juran and Deming, the seven basic quality tools that can be used such as flowcharts, control charts and scatter diagrams, and the inputs, tools/techniques and outputs of the key quality management processes.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
The document outlines the key phases in a typical project life cycle:
1) Conception/Initiation - Identifying project opportunities and requirements and developing preliminary alternatives.
2) Planning - Developing detailed plans for timelines, budgets, resources and managing risks.
3) Implementation - Executing the project plans by assigning tasks, communicating with stakeholders, and monitoring progress.
4) Monitoring and Control - Ensuring the project stays on track by maintaining quality standards, tracking costs, and evaluating performance against objectives.
5) Evaluation - Measuring outcomes to determine if the project achieved its intended results and learning lessons to apply to future projects.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
This document provides an overview of project cost management for an IT project management course. It defines key cost management terms and processes including cost estimation, budgeting, and controlling costs. It discusses tools for cost estimation like analogous estimates, bottom-up estimates, and parametric modeling. It also explains earned value management (EVM) as a tool for cost control, defining terms like planned value, earned value, actual cost, and calculating values like cost performance index (CPI) and estimate at completion (EAC).
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
How to Implement a Project Management Information SystemPMA Consultants
Do you want to improve the success of your project delivery? Learn how a Project Management Information System gives you the information needed to make informed decisions and deliver successful projects.
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
The above presentation talks about the risk involved in any project. The project risk identification, quantification, response and its control is also thoroughly explained.
Fundamentals of project management july 7, 2012 revisedgorby626
The document discusses the fundamentals of project management and the project life cycle. It describes the key phases as initiation, planning, execution, monitoring and control, and closure. The initiation phase involves determining the project scope, timing and key deliverables such as the project charter and feasibility reports. A limitation of initiation is the lack of quality information. The document outlines what is considered in each phase of the project life cycle.
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
The document discusses the Plan Resource Management processes from PMBOK 9.0. It identifies the six processes as Plan Resource Management, Estimate Activity Resources, Acquire Resources, Develop Team, Manage Team, and Control Resources. It provides overviews of these processes in the planning, executing, and monitoring and controlling process groups. It also discusses key concepts, trends and emerging practices, tailoring considerations, and considerations for agile or adaptive environments related to Plan Resource Management.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Presenting this set of slides with name - Project Management PowerPoint Presentation Slides. This PPT deck displays sixty nine slides with in depth research. Our topic oriented Project Management Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Project Management PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document discusses project risk management. It defines risk as a function of uniqueness and experience. There are two types of risks: business risks relating to gains/losses, and pure risks which only have downsides. The risk management process involves identifying risks early and throughout the project. Risks can then be avoided, mitigated, transferred to a third party, or accepted. Common risk responses include changing plans to avoid risks, reducing probability/impact of risks, assigning risks to third parties, and simply accepting small risks. Preparing for risks requires analyzing and prioritizing them based on likelihood and impact.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
The presentation discusses project control and outlines steps to improve project control systems. It introduces basic concepts of projects, project control systems, and the current lack of effective controls. The presentation proposes formalizing processes, training, clarifying roles, and improving communication, documentation, and accountability to enhance project performance monitoring and management.
The document discusses project cost management. It provides details on planning cost management, estimating costs, and determining the project budget. Key points include:
1) Planning cost management establishes policies and procedures for managing project costs and results in a cost management plan.
2) Estimating costs develops approximations of resource needs and uses techniques like expert judgment, analogous and parametric estimating.
3) Determining the budget aggregates activity cost estimates to establish a cost baseline.
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
Project cycle management (PCM) is an approach used to guide project management activities through all stages of a project's lifecycle from identification to evaluation. PCM defines key decisions, information requirements, and responsibilities at each phase to ensure projects are properly coordinated, completed within budget and time, and lessons are learned. When applied effectively, PCM provides benefits such as goal-oriented implementation, coordinated management, sound appraisal, increased accountability, and stakeholder ownership.
This document summarizes the project services offered by Kelly. It provides scalable project development and deployment, customized PMO integration solutions, global talent delivery, and targeted industry-specific expertise. Kelly leverages over 44 years of expertise in scientific research, information technology, engineering, clinical research and development, FDA liaison activities, and IT solutions to support critical-path studies and drive innovation for clients.
The document outlines the key phases in a typical project life cycle:
1) Conception/Initiation - Identifying project opportunities and requirements and developing preliminary alternatives.
2) Planning - Developing detailed plans for timelines, budgets, resources and managing risks.
3) Implementation - Executing the project plans by assigning tasks, communicating with stakeholders, and monitoring progress.
4) Monitoring and Control - Ensuring the project stays on track by maintaining quality standards, tracking costs, and evaluating performance against objectives.
5) Evaluation - Measuring outcomes to determine if the project achieved its intended results and learning lessons to apply to future projects.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
This document provides an overview of project cost management for an IT project management course. It defines key cost management terms and processes including cost estimation, budgeting, and controlling costs. It discusses tools for cost estimation like analogous estimates, bottom-up estimates, and parametric modeling. It also explains earned value management (EVM) as a tool for cost control, defining terms like planned value, earned value, actual cost, and calculating values like cost performance index (CPI) and estimate at completion (EAC).
This document discusses project scope management based on the PMBOK 6th Edition. It begins with an overview of scope management processes including plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. It then provides more details on various inputs, tools and techniques, and outputs for the plan scope management and collect requirements processes. The document also discusses the differences between product scope and project scope, as well as considerations for scope management in agile projects.
How to Implement a Project Management Information SystemPMA Consultants
Do you want to improve the success of your project delivery? Learn how a Project Management Information System gives you the information needed to make informed decisions and deliver successful projects.
A brief introduction on various concepts of Project Cost, covering various types of Project Costs, Processes to be followed for developing project budget, project budget components, contingency and management reserves, earned value management
The above presentation talks about the risk involved in any project. The project risk identification, quantification, response and its control is also thoroughly explained.
Fundamentals of project management july 7, 2012 revisedgorby626
The document discusses the fundamentals of project management and the project life cycle. It describes the key phases as initiation, planning, execution, monitoring and control, and closure. The initiation phase involves determining the project scope, timing and key deliverables such as the project charter and feasibility reports. A limitation of initiation is the lack of quality information. The document outlines what is considered in each phase of the project life cycle.
This document discusses project monitoring and control tools and techniques. It provides examples of tools like a project charter, work breakdown structure (WBS), milestone charts, and status reports that can help define scope, plan work, track progress, and monitor risks. It emphasizes that properly documenting lessons learned, maintaining a project archives, and protecting knowledge can strengthen an organization's project management skills.
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
This document summarizes key aspects of project scope management according to the Project Management Body of Knowledge (PMBOK). It discusses the processes involved, including planning scope management, collecting requirements, defining scope, creating a work breakdown structure, validating scope, and controlling scope. For each process, it describes relevant inputs, tools and techniques, and outputs as defined by PMBOK. The overall purpose is to define and manage the scope of a project to meet stakeholder requirements and project objectives.
The document discusses the Plan Resource Management processes from PMBOK 9.0. It identifies the six processes as Plan Resource Management, Estimate Activity Resources, Acquire Resources, Develop Team, Manage Team, and Control Resources. It provides overviews of these processes in the planning, executing, and monitoring and controlling process groups. It also discusses key concepts, trends and emerging practices, tailoring considerations, and considerations for agile or adaptive environments related to Plan Resource Management.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Presenting this set of slides with name - Project Management PowerPoint Presentation Slides. This PPT deck displays sixty nine slides with in depth research. Our topic oriented Project Management Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Project Management PowerPoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
The document discusses project risk management. It defines risk as a function of uniqueness and experience. There are two types of risks: business risks relating to gains/losses, and pure risks which only have downsides. The risk management process involves identifying risks early and throughout the project. Risks can then be avoided, mitigated, transferred to a third party, or accepted. Common risk responses include changing plans to avoid risks, reducing probability/impact of risks, assigning risks to third parties, and simply accepting small risks. Preparing for risks requires analyzing and prioritizing them based on likelihood and impact.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
The presentation discusses project control and outlines steps to improve project control systems. It introduces basic concepts of projects, project control systems, and the current lack of effective controls. The presentation proposes formalizing processes, training, clarifying roles, and improving communication, documentation, and accountability to enhance project performance monitoring and management.
The document discusses project cost management. It provides details on planning cost management, estimating costs, and determining the project budget. Key points include:
1) Planning cost management establishes policies and procedures for managing project costs and results in a cost management plan.
2) Estimating costs develops approximations of resource needs and uses techniques like expert judgment, analogous and parametric estimating.
3) Determining the budget aggregates activity cost estimates to establish a cost baseline.
Benefits Identification, Assessment, Validation and Realisation for Informati...Alan McSweeney
This document discusses approaches to identifying, assessing, validating, and realizing benefits from IT projects. It emphasizes that organizations often focus on technology implementation but not on achieving expected business benefits. A structured benefits management framework is needed to ensure benefits are identified upfront and plans are in place to track and achieve them. The framework should include identifying potential benefits, assessing and validating benefits, and ensuring their realization.
Project cycle management (PCM) is an approach used to guide project management activities through all stages of a project's lifecycle from identification to evaluation. PCM defines key decisions, information requirements, and responsibilities at each phase to ensure projects are properly coordinated, completed within budget and time, and lessons are learned. When applied effectively, PCM provides benefits such as goal-oriented implementation, coordinated management, sound appraisal, increased accountability, and stakeholder ownership.
This document summarizes the project services offered by Kelly. It provides scalable project development and deployment, customized PMO integration solutions, global talent delivery, and targeted industry-specific expertise. Kelly leverages over 44 years of expertise in scientific research, information technology, engineering, clinical research and development, FDA liaison activities, and IT solutions to support critical-path studies and drive innovation for clients.
Strivent Service Offerings Differentiators Web 2 9John Streit
The document discusses establishing foundations for repeatable project delivery through best practice models, methodologies, knowledge management, standards, templates and metrics to improve information flow and collaboration between upper management, IT management, project offices, and project teams. It also outlines goals for project delivery optimization including ensuring projects deliver value, working on the right initiatives, doing work efficiently, and knowing project status.
1) Configuration management (CM) helps projects innovate and communicate by raising the CM function to the management level of the project work breakdown structure.
2) CM improves communication by requiring a consistent change process to modify requirements documents before physical items must conform.
3) CM reduces corrective actions that typically require 40-60% of project resources through its closed-loop change process for handling changes.
The document discusses how configuration management (CM) helps projects innovate and communicate. It compares project management and CM processes, and describes traditional CM versus CM II approaches. It also outlines two project management models - Kepner-Tregoe and Deming's Plan-Do-Check-Act cycle. CM expands on these models by managing both requirements definition and physical project tasks in synchronized cycles. The document argues that CM helps address common problems that cause project failures, such as poor communication, requirements, documentation, and change control. CM is positioned to support the entire project management process.
This workshop provides a practical guide for real estate and construction professionals to develop standard operating procedures (SOPs) for their projects. It covers how to organize a property development project, identify the necessary knowledge blocks, and create SOPs for each project phase from initiation through completion. The speaker, Eric Gan, is an architect and industry consultant with over 30 years of experience in project management, construction management, and quality management.
This document provides information about a 5-day training event on project management titled "Project Management for Results". The training will take place from April 19-23, 2010 in Atlanta, GA and offers 35 PDUs and 30 CPE credits. Attendees will learn project management methodologies from the PMBOK to help define and plan projects, track projects, define goals and requirements, and manage project data and performance. The training will cover topics like project initiation, organization, creating charters, estimating, scheduling, managing risks and changes, and closing projects.
This document provides an overview and agenda for a 5-day project management training course titled "Project Management for Results". The course will be held April 19-23, 2010 in Atlanta, GA and will provide 35 PDUs and 30 CPE credits. Participants will learn project methodologies from the PMBOK to help define and plan projects, track projects for accuracy, define goals and requirements, manage scope, and close projects successfully. The agenda outlines the daily sessions which will cover topics like project initiation, planning, estimating, scheduling, budgeting and progress monitoring. The course is designed for project managers, program managers, procurement managers, and others seeking to enhance their project skills.
The document outlines a 100 day plan for a new CIO to assess the IT environment, identify quick wins and high value projects, develop a 100 day plan and 12 month plan with budgets, build a team, execute project plans to complete quick wins and other initiatives, and then review and measure the value of the work to refine future plans focused on mobility, cloud, portfolio management, technology architecture, and security and compliance.
The document outlines a 100 day plan for a CIO by request role consisting of 4 phases: 1) Assessing the environment and identifying quick wins, 2) Developing a 100 day plan, building a budget framework, and identifying portfolio opportunities, 3) Completing and executing project plans, building resource plans, and defining success metrics, 4) Measuring the value delivered, refining 12 month plans, and delivering a prioritized roadmap focused on mobility, cloud, program management, technology, and security.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It has implemented PPM in phases, starting with one business unit. Phase I focused on demand management and centralized project prioritization and approval processes. Phase II will leverage the existing configuration and implement resource, project, and program management capabilities across all business units. This will improve project delivery, standardize processes, and provide increased visibility across the organization.
Affinion Group is implementing HP Project and Portfolio Management Center (PPM) across all of its business units to improve visibility and standardize processes. It is taking a phased approach, first implementing PPM in the Affinion Loyalty Group. Phase I focused on centralizing and standardizing proposal processes. Phase II will leverage the existing PPM configuration and implement project, program, and portfolio management capabilities across all business units. This will improve resource management, provide a single source of project information, and deliver self-service reporting capabilities.
Project management in pharmaceutical generic industry basics and standardsJayesh Khatri
Project management involves coordinating activities to meet objectives within constraints like time, cost and quality. It involves planning, tracking progress, and controlling a project. Key aspects include defining requirements, creating a schedule and assigning resources. Tools like Gantt charts help plan and monitor the project. Benefits-centered project management focuses on achieving business benefits in addition to project execution. Prioritization techniques like MoSCoW help determine requirement importance. Effective strategies include empowered decision making, clear roles, and collaboration across functions.
The document provides an introduction to project management. It defines a project as a temporary work effort with a defined start and finish undertaken to create a unique product, service or result. Key characteristics of projects include being unique, having a definite start and end, and utilizing skills from multiple professions. The three main constraints of a project are time, cost, and performance quality. The document also discusses the project life cycle, which typically includes phases for concept, design, execution, and commissioning. It notes that project management involves applying knowledge and techniques to meet requirements within the constraints.
This document discusses project management (PM) and its relevance for students at the School of Public Policy (SPP). It defines PM as the allocation and utilization of resources to achieve objectives within a specified time period. The document outlines key PM knowledge areas like integration, scope, time, cost, quality, human resources, and communications management. It argues that PM skills are valuable for SPP students due to the interdisciplinary nature of fields like sustainability and green technology. Mastering PM prepares students to participate in and analyze interdisciplinary project teams.
This document provides an overview and agenda for a five-day project management training course titled "Project Management for Results" held in Atlanta, GA from April 19-23, 2010. The course will teach project managers methods and tools to define and plan projects, track project progress, manage budgets and schedules, and successfully complete projects on time and within budget. Participants will learn key project initiation, planning, execution and closing techniques based on the Project Management Body of Knowledge (PMBOK). The agenda outlines topics to be covered each day, including developing project charters and estimates, creating work breakdown structures and network diagrams, and integrating Gantt charts to manage project progress.
This is class 2 for the summer session of the online Project Management for Training class I am teaching at New York University:
http://www.epsilen.com/crs/096318
This 5-day training event provides 35 PDUs and 30 CPE credits and teaches the latest project management methodologies according to the PMBOK to help participants define and plan major projects, track and manage projects with greater accuracy, define project goals and successfully complete project requirements, remain within project scope, and manage and report project data and enhance performance. The training covers topics such as project initiation, organization, infrastructure, estimation, scheduling, budgeting, resource management, and project plan optimization. Attendees include project managers, program managers, PMPs, procurement managers, and IT specialists.
This 5-day training course titled "Project Management for Results" provides 35 PDUs and 30 CPE credits. It will take place from April 19-23, 2010 in Atlanta, GA and teach project managers the latest methodologies according to PMBOK to define, plan, track, and complete projects on time, within budget and to customer expectations. The training will cover key phases and techniques including project initiation, organization, defining requirements and charters, estimating costs using work breakdown structures, developing schedules and budgets, and managing project progress and plans.
This document outlines the strategic initiatives process used by an organization. It involves four main stages: initiation, planning, execution, and exit. In the initiation stage, a business case is developed. In the planning stage, a project charter and plan are created defining objectives, resources, and milestones. Projects are then executed according to the plan, with regular status reports. Finally, upon completion, a financial audit is performed and lessons learned are documented.
Essential Tools for Modern PR Business .pptxPragencyuk
Discover the essential tools and strategies for modern PR business success. Learn how to craft compelling news releases, leverage press release sites and news wires, stay updated with PR news, and integrate effective PR practices to enhance your brand's visibility and credibility. Elevate your PR efforts with our comprehensive guide.
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
Acolyte Episodes review (TV series) The Acolyte. Learn about the influence of the program on the Star Wars world, as well as new characters and story twists.
1. Compostela Seminar:
“EU Projects and Mobility Opportunities”
Project Cycle Management
Presentation by George Kostaras
National Technical University of Athens
Citta’ della Pieve ‘Il Perugino’ Institute
4th-6th February 2004
2. PCM History
“Project Cycle Management” (PCM) was adopted In 1992 by the European Commission as its
primary set of project design and management tools, based on the Logical Framework
Approach. A first PCM manual was produced in 1993 and is continuously updated.
Comprehensive PCM Guidelines have been prepared for the European Commission by the
staff of the Aid Delivery Methods Helpdesk with the support of, and input from, a significant
number of staff within the European Aid Cooperation Office (EuropeAID). An updated
version can be found in the Europa Web Site :
http://europa.eu.int/comm/europeaid/projects/asia-pro-eco/pdf/publications/pcm_manual_2004_en.pdf
This presentation has been based on the official PCM guidelines, prepared by the EC
services, including terminology, figures and examples
PCM – Project Cycle Management Presentation by George Kostaras 2
3. Contents
In a nutshell :
1. Project Cycle Management (PCM)
2. Logical Framework Approach (LFA)
3. The Logical Framework Matrix (LFM)
4. Elaborating the LFM … HOW-TO
5. Discussion
PCM – Project Cycle Management Presentation by George Kostaras 3
4. What is a project?
A project is…
…a series of activities aimed at bringing about clearly
specified objectives within a defined time-period and
with a defined budget.
A project should clearly define / have :
– Stakeholders (Primary Target Group + Final Beneficiaries)
– Co-ordination, management & financial agreements
– A Monitoring & Evaluation system
– Proof of benefits exceeding expected costs
PCM – Project Cycle Management Presentation by George Kostaras 4
5. The Project Cycle
PROJECT DEVELOPMENT
STRATEGY
EVALUATION & AUDIT IDENTIFICATION & FORMULATION
PREPARATION & APPRAISAL
IMPLEMENTATION
COMMITMENT
PCM – Project Cycle Management Presentation by George Kostaras 5
6. The Project Cycle
PROJECT DEVELOPMENT
STRATEGY
• Analyse situation at national and
sectoral level. Identify problems,
constraints and opportunities; STRATEGY
• Identify main objectives and sectoral
priorities for development cooperation;
EVALUATION & AUDIT
• Provide a relevant and feasible
IDENTIFICATION & FORMULATION
programming framework within which
projects can be identified and prepared;
• Formulate / evaluate strategies taking
account of past experience
PREPARATION & APPRAISAL
IMPLEMENTATION
COMMITMENT
PCM – Project Cycle Management Presentation by George Kostaras 6
7. The Project Cycle
PROJECT DEVELOPMENT
IDENTIFICATION & FORMULATION
• Identify ideas for projects and other STRATEGY
development actions
• Consult intended beneficiaries of each
EVALUATION & AUDIT problems they face and
action, analyse IDENTIFICATION & FORMULATION
options to address these problems.
• Make decision on the relevance of each
project idea and on which ideas should
be further studied during Formulation
• Develop relevant project ideas into PREPARATION & APPRAISAL
operational project plans.
IMPLEMENTATION
• Assess feasibility and sustainability
• Make decision whether to draw up a COMMITMENT
formal project proposal and seek
funding for the project.
PCM – Project Cycle Management Presentation by George Kostaras 7
8. The Project Cycle
PROJECT DEVELOPMENT
STRATEGY
EVALUATION & AUDIT
PREPARATION & APPRAISAL IDENTIFICATION & FORMULATION
• Specify objectives, inputs and outputs
• Assess impact and sustainability
• Assess environmental, social and
gender issues
• Review of the prepared project for PREPARATION & APPRAISAL
institutional capacity, costs and benefits
IMPLEMENTATION
• Prepare TOR and Endorsement
Statements COMMITMENT
• Receive approval by partner institution
PCM – Project Cycle Management Presentation by George Kostaras 8
9. The Project Cycle
PROJECT DEVELOPMENT
STRATEGY
EVALUATION & AUDIT IDENTIFICATION & FORMULATION
COMMITMENT
• Project proposals are examined by the
funding agency, and a decision is taken
on whether to fund the project.
• The funding agency and partner country
agree the modalities of implementation
PREPARATION & APPRAISAL
IMPLEMENTATION a legal document
and formalise these in
which sets out the arrangements by
which the project will be funded and COMMITMENT
implemented.
PCM – Project Cycle Management Presentation by George Kostaras 9
10. The Project Cycle
PROJECT DEVELOPMENT
STRATEGY
IMPLEMENTATION
EVALUATION & AUDIT • Project is mobilised and IDENTIFICATION & FORMULATION
executed.
• Project Management assesses actual
progress against planned progress to
determine whether the project is on
track towards achieving its objectives.
• If necessary the project is re-oriented to
PREPARATION
bring it back on track, or to modify some
& APPRAISAL
IMPLEMENTATION of its objectives in the light of significant
changes that may have occurred since
COMMITMENT
its formulation.
PCM – Project Cycle Management Presentation by George Kostaras 10
11. The Project Cycle
PROJECT DEVELOPMENT
EVALUATION & AUDIT
• Funding agency and partners assess
the project to identify whatSTRATEGY
has been
achieved, and to identify lessons that
have been learned. Evaluation findings
are used to improve the design of future
EVALUATION & AUDIT or programmes.
projects
IDENTIFICATION & FORMULATION
• It is common practice also to conduct a
mid-term evaluation during
implementation, to identify lessons that
can be applied during the remaining life
of the project.
PREPARATION & APPRAISAL
IMPLEMENTATION
COMMITMENT
PCM – Project Cycle Management Presentation by George Kostaras 11
12. The Project Cycle Management
Definition
Project Cycle Management is a term used to describe the
management activities & decision-making procedures used
during the life-cycle of a project (including key tasks, roles
and responsibilities, key documents and decision options)
Integration of the stages in the project cycle so that issues are examined
systematically, by means of an approach and methodology, which ensures
that objectives and issues of sustainability remain in focus
PCM – Project Cycle Management Presentation by George Kostaras 12
13. PCM Objectives
PCM helps to ensure that projects are:
1. Supportive of overarching policy objectives of the EC and of
development partners
2. Relevant to an agreed strategy and to the real problems of
target groups/beneficiaries
3. Feasible can be realistically achieved
4. Well managed and benefits produced are likely to be…
5. Sustainable
PCM – Project Cycle Management Presentation by George Kostaras 13
14. PCM Objectives - Relevance
Relevance
Projects are relevant to the agreed strategy & to the real needs of
beneficiaries:
projects are linked to sectoral, national and company objectives
beneficiaries are involved in the planning process from an early
stage
problem analysis is thorough
objectives are clearly stated in terms of benefits to target groups
PCM – Project Cycle Management Presentation by George Kostaras 14
15. PCM Objectives - Feasibility
Feasibility
Projects are feasible in that objectives can be realistically achieved
within the constraints of the operating environment and the capabilities
of the implementing agencies:
objectives are logical and measurable
risks and assumptions, and the implementing agencies capabilities
are taken into account
monitoring concentrates on relevant targets
PCM – Project Cycle Management Presentation by George Kostaras 15
16. PCM Objectives - Sustainability
Sustainability
Projects are sustainable :
factors affecting sustainability are addressed as part of project
design
results from evaluation are used to build lessons learned into the
design of future projects
PCM – Project Cycle Management Presentation by George Kostaras 16
17. PCM Principles
Adherence to Project Cycle Stages: structured &
informed decision-making
Logframe planning: comprehensive & consistent
analytical approaches to project design and management
Client orientation: participatory approach for key
stakeholders and promotion of local ownership
Sustainability: Incorporate mechanisms for continued
flow of benefits
Integrated approach: vertical integration & standardised
documentation
PCM – Project Cycle Management Presentation by George Kostaras 17
18. Logical Framework Approach
Developed by USAID during the late 1960s in order to assist in
the planning, management and evaluation of development
activities.
Adopted as a planning and management tool for systematic
and logical thinking by a large number of agencies
The European Commission has produced a manual on Project
Cycle Management, based on the Logical Framework Approach.
PCM – Project Cycle Management Presentation by George Kostaras 18
19. Logical Framework Approach
Logical Framework tools are used both in the project
preparatory phases and during implementation.
They include:
1. Situation analysis (stakeholders, resources, problems &
opportunities)
2. Analysis of objectives and possible strategies
3. Design of the project strategy
4. Planning of implementation
5. Work & Resource Planning
PCM – Project Cycle Management Presentation by George Kostaras 19
20. Logical Framework Approach
Fundamental Logic:
1. Co-operation with the beneficiaries from the very beginning
2. Problem and needs based approach
3. Objective oriented approach
PCM – Project Cycle Management Presentation by George Kostaras 20
21. LFA Phases
ANALYSIS PHASE PLANNING PHASE
♦ Stakeholder analysis - identifying ♦ Logframe - defining the project
& characterising potential major structure, testing its internal
stakeholders; assessing their logic, and formulating objectives
capacity in measurable terms
♦ Problem analysis - identifying key
problems, constraints and ♦ Activity scheduling
opportunities; determining cause determining the sequence and
and effect relationships dependency of activities;
estimating duration, setting
♦ Analysis of objectives- developing
milestones and assigning
objectives from the identified
responsibility
problems; identifying means to end
relationships
♦ Input and cost scheduling
♦ Strategy analysis - identifying the from the activity schedule,
different strategies to achieve developing input schedules and
objectives; determining the overall a budget
objectives and project purpose
PCM – Project Cycle Management Presentation by George Kostaras 21
22. Stakeholder Analysis
Different groups have different concerns,
capacities and interests.
These need to be explicitly understood and
recognized in the process of problem
identification, objective setting and strategy
selection.
PCM – Project Cycle Management Presentation by George Kostaras 22
23. Stakeholder Analysis
Key Steps :
1. Identify all groups who have a significant interest in the project;
investigate roles, relative power and capacity to participate
(strengths and weaknesses);
2. Identify the extent of cooperation or conflict in the relationships
between stakeholders;
3. Incorporate relevant information into project design to ensure that:
resources are appropriately targeted to meet distributional/equity
objectives and the needs of priority groups,
management and coordination arrangements are appropriate to
promote stakeholder ownership and participation;
conflicts of stakeholder interest are recognized and explicitly addressed
in project design
PCM – Project Cycle Management Presentation by George Kostaras 23
24. Stakeholder Analysis
Terminology
1. Stakeholders: Individuals or institutions that may – directly or indirectly,
positively or negatively – affect or be affected by a project or programme.
2. Beneficiaries: Are those who benefit in whatever way from the
implementation of the project. Distinction may be made between:
Target group (s):The group/entity who will be directly positively affected by
the project at the Project Purpose level. This may include the staff from
partner organisations;
Final beneficiaries:Those who benefit from the project in the long term at the
level of the society or sector
3. Project partners:Those who implement the projects in-country (who are
also stakeholders,and may be a ‘target group’).
PCM – Project Cycle Management Presentation by George Kostaras 24
25. Stakeholder Analysis
Tools for Supporting SA
1. Stakeholder Analysis Matrix
2. SWOT analysis
3. Venn diagrams; and
4. Spider diagrams
PCM – Project Cycle Management Presentation by George Kostaras 25
27. Problem Analysis
Identifies the negative aspects of existing situation and
establishes the cause and effect relationships between the
problems that exist
Main Steps :
1. Identification of the major problems faced by beneficiaries
2. Development of a problem tree to establish causes & effects
PCM – Project Cycle Management Presentation by George Kostaras 27
28. Problem Tree
Establishes cause and effect relationships to ensure that root
problems are identified and then addressed. Should ideally be
undertaken as a participatory group event.
Step 1: Brainstorm problems which stakeholders consider to be a
priority
Step 2: Select an individual starter problem / Look for related problems
Step 3: Establish a hierarchy of cause and effects:
Problems resulting from the starter problem are put above
Problems causing the starter problem are put below
Causes combining to produce an effect are placed at the same level
Step 4: Connect the problems with cause-effect arrows
Step 5: Review the diagram and verify its validity and completeness.
PCM – Project Cycle Management Presentation by George Kostaras 28
29. Problem Tree
Effect
Cause
PCM – Project Cycle Management Presentation by George Kostaras 29
30. Objectives Analysis
Analysis of objectives presents the positive aspects
of a desired future situation (Problem analysis presents the
negative aspects of an existing situation)
This involves the reformulation of problems into
positive achievements (objectives) through
establishing means/ends relationships
The objective tree can be seen as the positive mirror
image of the problem tree.
PCM – Project Cycle Management Presentation by George Kostaras 30
31. Objectives Analysis
Problem Tree Objectives Tree
Elements Elements
“River water quality “River water quality
is deteriorating” is improved”
“Pollution has been “Pollution Management
a low political priority” is given a high
Political priority”
PCM – Project Cycle Management Presentation by George Kostaras 31
33. Strategy Analysis
Consists of:
Analysing clusters of objectives to be included in the
project
Analysing the feasibility, costs and benefits of different
interventions
Choosing an appropriate strategy
The selected strategy will then be used to help formulate the
first column (Intervention Logic) of the Logical Framework,
particularly in helping to identify the project Overall Objective,
Purpose and potential Results.
PCM – Project Cycle Management Presentation by George Kostaras 33
34. Strategy Analysis
Decision based on policy priorities, cost-benefit,
other ongoing interventions, overall budget etc
PCM – Project Cycle Management
35. Strategy Analysis
Strategy Criteria
Expected contribution to key policy objectives, such as poverty reduction or
economic integration
Benefits to target groups – including women and men, young and old,
disabled and able, etc
Complementarity with other ongoing or planned programmes or projects
Capital and operating cost implications & local ability to meet recurrent costs
Financial and economic cost-benefit
Contribution to institutional capacity building
Technical feasibility
Environmental impact
Urgency
PCM – Project Cycle Management Presentation by George Kostaras 35
36. Logframe Matrix
Key Characteristics
Is a 4 x 4 table; the key output of the LFA
Is a summary of the project design based on the results of
the stakeholder, problem, objectives and strategy analysis
Must be seen as a dynamic tool, which should be re-assessed
and revised as the project itself develops and circumstances
change.
Should be used to provide structure and purpose to project
planning and budgeting without being perceived as an
inflexible and constraining blueprint
PCM – Project Cycle Management Presentation by George Kostaras 36
38. HOW TO Complete the LFM
Completion Sequence
PCM – Project Cycle Management Presentation by George Kostaras 38
39. The Logframe Matrix
The Intervention Logic
if the
if the then the project will
then the project will
PROJECT PURPOSE contribute towards the
contribute towards the
is is achieved
achieved OVERALL OBJECTIVE
OVERALL OBJECTIVE
then the
then the
if if RESULTS
RESULTS
PROJECT PURPOSE
PROJECT PURPOSE
are produced
are produced will be achieved
will be achieved
ififACTIVITIES
ACTIVITIES then RESULTS
then RESULTS
can be undertaken will be produced
will be produced
if if MEANS
MEANS then ACTIVITIES
then ACTIVITIES
are provided can be undertaken
can be undertaken
PCM – Project Cycle Management Presentation by George Kostaras 39
40. Recall the “Objectives Tree” Reference Numbers
Use reference numbers to
clearly link inputs, activities
and results.
PCM – Project Cycle Management
41. Objective statements
Benefit
Not a SUM of RESULTS !!!
Tangible
outcome
Active Verbs
Present Tense
PCM – Project Cycle Management
42. Interlocking LFMs
Results or Purpose…or Objectives ?
The concept of ‘interlocking’ or ‘nested’ Logframes
can be useful to see how the objectives of different
hierarchical levels (policy / sector programme /
specific project) might be linked…
PCM – Project Cycle Management Presentation by George Kostaras 42
45. Assumptions
Objectives not included in the intervention logic and other
external factors affect the project's implementation and long-
term sustainability but lie outside its control
These conditions must be met if the project is to succeed, and
are included as assumptions in the fourth column of the
Logframe.
Therefore assumptions :
– are conditions required for project success;
– are not under the control of project management; and
– should be monitored
PCM – Project Cycle Management Presentation by George Kostaras 45
46. Assumptions
• The probability and significance of these assumptions met
should be estimated as part of assessing the risk of the project.
• Some will be critical to project success, and others of marginal
importance.
• Once assumptions have been identified, they are stated in terms
of the desired situation. In this way they can lead to the design
of risk monitoring and management strategies
PCM – Project Cycle Management Presentation by George Kostaras 46
47. Assumptions
Assumptions and objective hierarchy
PCM – Project Cycle Management Presentation by George Kostaras 47
51. Indicators
Why OVIs?
Objectively Verifiable Indicators describe the
overall objective(s), project purpose, results and
activities in operationally measurable terms
They help us in monitoring projects and assessing
success / performance in achieving goals
They specify the quantity and quality (targets) of
the intervention logic elements.
PCM – Project Cycle Management Presentation by George Kostaras 51
52. Indicators
OVIs should be OVIs !
…and S.M.A.R.T.
Specific: measure what they are supposed to measure
Measurable: in terms of quality and/or quantity
Available: at an acceptable cost
Relevant: with regard to the objective needs
Timebound: defining when the objective/target is to be
achieved
PCM – Project Cycle Management Presentation by George Kostaras 52
53. Sources of Verification
Completion Sequence
PCM – Project Cycle Management Presentation by George Kostaras 53
54. Sources of Verification
• An “agreement” on how to measure OVIs
• MoVs indicate whether the OVI can be realistically measured
at the expense of a reasonable amount of time, money and
effort.
• The MoV should specify:
• The format in which the information should be made
available (e.g. progress reports, project accounts, project
records, Official statistics etc.)
• Who should provide the information
• How often it should be provided. (e.g. monthly, quarterly,
annually etc.)
PCM – Project Cycle Management Presentation by George Kostaras 54
55. Example of OVIs
PCM – Project Cycle Management Presentation by George Kostaras 55
56. Activity & Resource Scheduling
Once the Logframe matrix itself is complete, it is then
possible to use the identified Activities to further analyse
issues of timing, dependency and responsibility using an
activity scheduling (or Gantt chart) format.
Once the Activities have been entered into the schedule,
the resources necessary to undertake the Activities must
be specified. As there will be a need to aggregate or
summarise the cost information, the resources should be
allocated to agreed cost categories
PCM – Project Cycle Management Presentation by George Kostaras 56
57. Activity & Resource Scheduling
Link with the Logframe
PCM – Project Cycle Management Presentation by George Kostaras 57
58. Use of the LFA during PCM Stages
During FORMULATION
The LFM provides a summary of key project elements in a standard format;
defines scope and logic or proposed investments.
The tools that make up LFA can be applied to test relevance and likely feasibility
The objectives specified in the Logframe, combined with the activity, resource
and cost schedules, provide information to support cost-benefit analysis
The cost-schedules allow cash-flow implications to be assessed and the scope of
Financing Agreements to be determined
PCM – Project Cycle Management Presentation by George Kostaras 58
59. Use of the LFA during PCM Stages
During IMPLEMENTATION
Provides the basis on which contracts can be prepared – clearly stating
anticipated objectives & level of responsibility and accountability
Provides the basis on which detailed operational work plans can be formulated
OVIs provide the framework for a more detailed Monitoring and Evaluation Plan
to be designed and implemented by project managers
Assumptions provide the basis for an operational risk management plan
Results, OVIs and MoVs (+activities, resource and costs) provide the framework
for preparing project progress reports
PCM – Project Cycle Management Presentation by George Kostaras 59
60. Use of the LFA during PCM Stages
During EVALUATION & AUDIT
The LFM provides a framework for evaluation, given that it clearly specifies what
was to be achieved (namely results and purpose), how these achievements were
to be verified (Indicators and Means of Verification) and what the key
assumptions were.
The LFM provides a structure for preparing TOR for Evaluation studies and for
performance audits.
PCM – Project Cycle Management Presentation by George Kostaras 60
61. Use of the LFA during PCM Stages
During EVALUATION & AUDIT
PCM – Project Cycle Management Presentation by George Kostaras 61
62. Compostela Seminar:
“EU Projects and Mobility Opportunities”
End of Presentation
Thank you for your Attention !
Citta’ della Pieve ‘Il Perugino’ Institute
4th-6th February 2004