The document outlines the stages of the project development cycle which includes project identification, formulation/preparation, analysis and appraisal, implementation/supervision, operations, and evaluation. It discusses each stage in detail, explaining the key activities and considerations involved. For example, in the project identification stage, potential project ideas are screened and refined through feasibility studies. In the implementation stage, tasks are allocated and resources procured to carry out the project as planned. The full cycle aims to ensure projects are properly conceived, planned, executed and assessed for impact.
This is a powerpoint presentation which I personally extracted and prepared for a class report in MPAF from old manual from the Academy of Local Government.
This is a powerpoint presentation which I personally extracted and prepared for a class report in MPAF from old manual from the Academy of Local Government.
Used for helping out Environmental Planning board takers for their exams. Content sourced from and credited to Prof. Serote's book with the same name, as well as HLURB Guidebooks and my Plan 214 lectures at SURP. Photo sources with URL links in the slides.
class reporting for Government procurement act
Data from this report is taken online i do not claim to be the author
this is a compilation of data gathered for my classroom presentation only
Used for helping out Environmental Planning board takers for their exams. Content sourced from and credited to Prof. Serote's book with the same name, as well as HLURB Guidebooks and my Plan 214 lectures at SURP. Photo sources with URL links in the slides.
class reporting for Government procurement act
Data from this report is taken online i do not claim to be the author
this is a compilation of data gathered for my classroom presentation only
Project Design and System Life Cycle MethodologiesShivi Kashyap
Project design includes an array of activities from generating ideas to planning how these ideas could become a realisable project.
An efficient project design includes:
1. The systematic identification and prioritization of problems and opportunities to be addressed through development projects
2. The identification of a hierarchy of project goals and objectives linked by causal relationships
3. The planning of solutions in terms of inputs, activities, outputs, effects and impacts.
Part II. Project Planning and Implementation
(Garcia Tixce, Nicole Denisse, Gudiño Villarreal, Marilyn Cristina y Lasluisa Baños, George Michael)
Make a power point with a summary of the information you got from the book (15 slides)
Send me the ppt by webmail.
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?
This comprehensive program covers essential aspects of performance marketing, growth strategies, and tactics, such as search engine optimization (SEO), pay-per-click (PPC) advertising, content marketing, social media marketing, and more
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
Want to move your career forward? Looking to build your leadership skills while helping others learn, grow, and improve their skills? Seeking someone who can guide you in achieving these goals?
You can accomplish this through a mentoring partnership. Learn more about the PMISSC Mentoring Program, where you’ll discover the incredible benefits of becoming a mentor or mentee. This program is designed to foster professional growth, enhance skills, and build a strong network within the project management community. Whether you're looking to share your expertise or seeking guidance to advance your career, the PMI Mentoring Program offers valuable opportunities for personal and professional development.
Watch this to learn:
* Overview of the PMISSC Mentoring Program: Mission, vision, and objectives.
* Benefits for Volunteer Mentors: Professional development, networking, personal satisfaction, and recognition.
* Advantages for Mentees: Career advancement, skill development, networking, and confidence building.
* Program Structure and Expectations: Mentor-mentee matching process, program phases, and time commitment.
* Success Stories and Testimonials: Inspiring examples from past participants.
* How to Get Involved: Steps to participate and resources available for support throughout the program.
Learn how you can make a difference in the project management community and take the next step in your professional journey.
About Hector Del Castillo
Hector is VP of Professional Development at the PMI Silver Spring Chapter, and CEO of Bold PM. He's a mid-market growth product executive and changemaker. He works with mid-market product-driven software executives to solve their biggest growth problems. He scales product growth, optimizes ops and builds loyal customers. He has reduced customer churn 33%, and boosted sales 47% for clients. He makes a significant impact by building and launching world-changing AI-powered products. If you're looking for an engaging and inspiring speaker to spark creativity and innovation within your organization, set up an appointment to discuss your specific needs and identify a suitable topic to inspire your audience at your next corporate conference, symposium, executive summit, or planning retreat.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For event details, visit pmissc.org.
1. PROJECT DEVELOPMENT CYCLE
Christine Joyce B. Mendoza
Assisstant Professor
DCERP, College of Human Ecology
University of the Philippines Los Baños
20 January 2017
Calapan City
Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
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2. LECTURE OBJECTIVES
Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
By the end of the lecture, participants are expected to
explain each stage of the project development cycle
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3. PROJECT
It is a set of planned activities designed to achieve a
certain objective with given resources and within a
specified period of time.
The following are the attributes of a project:
• Objectives
• Finite duration or time frame
• Specific physical boundary
• Beneficiaries
• Specified and quantified costs and benefits
• Organization and management structure
• Coordinated undertaking of inter-related activities
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DCERP & HUMEIN Phils. Inc.
4. PROJECT CLASSIFICATION (NEDA)
Stand-alone project can produce output on its own
and can be implemented without the need to
implement other projects
Required project provides the enabling mechanism
for another project(s) to produce output. The project
can be analyzed as a stand-alone or as component
of a package of products
Needs-a-companion project - ability to produce
output depends on the success of another project.
The project needs to be packages with other
project(s) that provide(s) the enabling mechanism
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DCERP & HUMEIN Phils. Inc.
5. Sectors: health, education, agriculture, transport
Objectives: economic growth, social equity and
development, ecological integrity
Number of purposes: single vs. multiple
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PROJECT CLASSIFICATION
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DCERP & HUMEIN Phils. Inc.
6. Area of coverage or geographical scope:
national, local, regional, integrated area
development projects
Target beneficiaries: communal fishermen,
youth, women, PWDs, farmers
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PROJECT CLASSIFICATION
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DCERP & HUMEIN Phils. Inc.
7. Implementation period or duration: short, medium or
long-term project
Methodology and process: BOT or PPP projects
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PROJECT CLASSIFICATION
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DCERP & HUMEIN Phils. Inc.
8. 8Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
PROJECTDEVELOPMENT CYCLE
Project Identification
Project Preparation &
Feasibility Analysis
Project Appraisal,
Approval & Financing
Detailed Design/
Engineering
Project Activation/
Organization
Project Operation /
Implementation
Project Review / Re-planning
Monitoring and Formative
Evaluation
Terminal and Ex-
post facto
Evaluation
9. 9Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
ADB PROJECT
DEVELOPMENT CYCLE 1997
FEASIBILITY
DESIGN AND ENGG
IMPLEMENTATIONMONITORING AND
EVALUATION
PROJECT
CONCEPT
PRE-FEASIBILITY
11. SOURCES OF PROJECT IDEAS
• Development plans and strategies
• Local government units or people’s representatives
• Demand by interest groups or beneficiaries
• Unused or unutilized material or human resources and
opportunities
• Problems or constraints in the development process
• Private sponsors and enterprises
• Need to complement other investments
• Product of a dialogue between a country and international
funding agencies
11Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
12. Before project ideas can be identified
there is a need to organize and analyze. . .
• available information on the desirable
geographic project areas
• economy and the natural resources
• existing technologies, institutions,
human resources and their development potential
• experiences gained from past development projects
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DCERP & HUMEIN Phils. Inc.
13. • Involves preliminary selection of the project
concept and of alternative design approaches
• Indicates the general promise of the project ideas
and the reasons for the choices made
• Might need a pre-feasibility studies or orderly
refinement up to the point where only the most
suitable are retained
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1. CONCEPTION / IDENTIFICATION
Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
14. Selection criteria to screen and
modify project ideas
1. Technical soundness
2. Risk
3. Financing
4. Adequacy of skills and other inputs
5. Social or environmental costs
6. Commitment of the beneficiary
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DCERP & HUMEIN Phils. Inc.
15. TOOLS IN PROJECT IDENTIFICATION
• Participatory problemanalysis
• Problem tree
• Objective tree
• Strategy identification and formulation
• Alternatives formulation and analysis
• Secondary data
• Direct observations
• Consultations and interviews with target groups,
stakeholders, schools, etc.
• Focus group discussions, questionnaires
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15Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
16. 2. FORMULATION / PREPARATION
Consists of bringing a project defined to the point at
which it can be appraised—whether and how it can
be carried out effectively and at a cost comparing
favorably with its expected contribution to economic
and social development at a cost suitable for
financing
Includes conduct of a detailed feasibility study:
distributional, environmental, other impacts of the
project and prerequisites for successful
implementation 16Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
17. FACTORS TO CONSIDER IN
PROJECT FORMULATION
• what items to produce and in what quantities
• where and how to sell the items
• appropriate type of design
• project location
• what methods of operation and maintenance
are the best
• type of technical and management assistance
needed
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DCERP & HUMEIN Phils. Inc.
18. 3. ANALYSIS AND APPRAISAL
Critical stage of the project cycle because it is the
• culmination of the preparatory work
• comprehensive review of all aspects of the
project
• lays the foundation for implementing the
project and evaluating it when completed
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19. 3. ANALYSIS AND APPRAISAL
Decision in this stage are based on:
• overall feasibility and soundness of the project
• priority of the project area
• cost-benefit analysis
• cost effectiveness analysis
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20. 4. IMPLEMENTATION / SUPERVISION
• Involves final review of the design and timetable
• Establishment of schedules and time frames,
feedback and communication systems, MIS, etc.
• Allocation of tasks to groups within the project
organization
• Decisions about procurement of equipment,
resources and manpower (mobilization, training)
• Exercise in collective problem solving, i.e., Identifying
and dealing with problems that arise during
implementation
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DCERP & HUMEIN Phils. Inc.
21. A sound project identification and
preparation will pave way for smooth
implementation of projects.
Flexibility in implementation is important.
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DCERP & HUMEIN Phils. Inc.
22. 5. OPERATIONS
• Stage when the project is in full swing on-going
• Production and marketing activities are performed
• Takes into account the changing patterns that
occur during the project’s life (monitoring) e.g.
changing personnel and patterns of inputs
• Needs continuous monitoring and control
• Produces plans that need to be reviewed and
updated to meet the changing situation
• Reallocate resources to behind-schedule activities
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DCERP & HUMEIN Phils. Inc.
23. Project execution system aims to oversee the actual
construction/installation operations carried out according to
plan, specifications, work programs and schedules
Implementation schedule can be depicted through bar or
Gantt chart indicates the project’s chronological sequence
Network diagram is advised for large and complex projects
to cope with the inherent complexity of activity linkages in
the projects showing sequential interrelationship among
activities 23
5. OPERATION
Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
26. 6. EVALUATION
• To determine what went well/poorly and why
and how future efforts can be improved on the
basis of the knowledge gained
• Review or reappraisal which provides a
feedback mechanism to maintain high
standards of performance for the project itself
• Serves as a basis for improved project planning
and implementation
• Audit of project to insure resources accountability
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DCERP & HUMEIN Phils. Inc.
27. 6. EVALUATION
• Result in a careful documentation of experiences
• Can be done by the implementing body, other
interested group, and funding organization
• Assesses the worthwhileness of the project, i.e.,
whether it can be replicated
• Takes into account the aspects of project which
are unique, non-repeatable as well as success
and problems which have wider applicability
• Feedback from project output users and
beneficiaries are obtained
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DCERP & HUMEIN Phils. Inc.
29. PHASES OF PROJECT
DEVELOPMENT
Pre-investment
phase
• Alternatives are screened
eliminations are done projects are
scrutinized
Investment
phase
• Detailed engineering and costs
are determined
• Progress and performance are
supervised
Post-
investment
phase
• Structure constructed, services
delivered
• Project benefits and impacts are
evaluated
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Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
30. Short Course on Environmental Planning
DCERP & HUMEIN Phils. Inc.
REFERENCES
CERP 152: Environmental Project Planning and Administration Lecture
Materials
NEDA (1984). Project Development Manual.
NEDA (2014). Project Development Training
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