project management introduction cedd.pptx

Project Management
Dire Dawa Administration Finance and Economic Bureau
By
Birhanu Fantie
(Lecturer at DDU, Certified Management consultant and Leadership Book writer)
June 7-8, 2024
Dire Dawa, Ethiopia

Content
1
• Introduction
2
• Project Management
3
• Ensuring NGO project effectiveness
4
• Project leadership
5
• Time Management
6
• Project Risk management
7
• Project quality Management

Introduction:
----- Project Management------
Management?
Project?
Project
Management?
What is
Why project?
Why don’t you accomplish with your day to day operation as any other business?
Operations are repetitive and ongoing. But, projects are temporary.
Why project?
When organizations require a major change in its purpose or
process,

What is project?
 A project is a temporary endeavor undertaken to create a unique product,
service, or result.
What does temporary mean here?
what does it mean unique in this context?
does it mean the project result is
temporary?
NOTE:
• Temporary does not necessarily mean short in
duration. Temporary doesn’t apply
to the product, service, or result created by the project; most projects
are undertaken to create a lasting outcome.
• The temporary nature of projects indicates a definite beginning and ending.

Project cont.….
• Characteristics of a project:
A unique endeavor (not repeated)
Temporary, with a distinct beginning and end
Defined by specific deliverables
 Conducted by a temporary team that exists for the
duration of its execution
Having a project manager who is responsible for its success
 Defined by identifying its starting point, the
goals/objectives sought, and the route between them

Project cont.….
characteristics Definition
Temporary in nature Projects are time-bounded and have a beginning and an end. Hence, they are different from
day-to-day activities of the NGO.
Specific objective They have specific objectives that are also time-bounded
Unique Each project is unique. It has individual objectives, timeline of implementation and different
end-products or services.
Cross-functional
teams
Team members of a project may come from different fields with diverse backgrounds and
different specialties and expertise.
Resource allocation
Most NGOs operate
Most NGOs operate with limited resources. Hence, resource allocation would be dependent on
the available resources such as money or funds from donors, time of the stakeholders and
working group, and other resources

FORMS OF NGO PROJECTS
Here are some common examples of NGO projects that are making impacts
on the lives of the communities and societies they serve:
Humanitarian Aid Projects
Development Projects (infrastructure, healthcare, education, etc., )
Environmental Conservation Projects
(climate change and mitigation, wildlife conservation, and sustainable
resource management. )
Advocacy and Awareness Campaigns
Capacity Building Projects
Health and Wellness Initiatives
Education and literacy programs

What is project Management?
A project management is the application of knowledge, skills, tools, and
techniques to project activities in order to meet project objectives in all the
phases of:
evaluating, and closing
Initiation, planning, execution, monitoring and
phases.
Project management Vs Program Management
Project Management Vs Portfolio Management
Portfolio Management:
a portfolio refers to a collection of projects or programs
Program Management:
A group of related projects managed in coordinated
way

NGO PROJECT MANAGER Effectiveness
To be an effective NGO project Manager follow the following strategies:
1. Clear Project Planning:
 Begin with a well-defined project plan that includes specific
objectives, timelines, and deliverables.
 Involve key stakeholders in the planning process to ensure
alignment with project goals and expectations.

NGO PROJECT MANAGER Effectiveness … cont.…
To be an effective NGO project Manager follow the following
strategies:
2. Strong Leadership:
 Provide clear leadership and direction to the project
team, ensuring that roles and responsibilities are well-defined.
 Foster a collaborative and motivated team environment.
Be agile leader

strategies:
3. Effective Communication:
 Maintain open and transparent communication channels with
team members, stakeholders, and beneficiaries.
 Encourage regular updates and feedback to address
issues promptly.
any experience?

strategies:
4. Risk Management:
 Identify potential risks and develop a risk mitigation plan.
 Be proactive in monitoring risks and adapting the project plan
as needed.
any experience

strategies:
5. Resource Management:
 Efficiently allocate resources, including budget, personnel, and
materials.
 Monitor resource usage to stay within budget constraints.

strategies:
6. Stakeholder Engagement:
 Build and maintain strong relationships with donors, partners,
and community members.
 Involve stakeholders in decision-making processes
when appropriate.
your experience

strategies:
7. Monitoring and Evaluation:
 Implement a robust monitoring and evaluation system to track
project progress and outcomes.
 Use data-driven insights to make informed decisions
and improve project performance.

Time to energize ourselves
(participants duty)
….. Fun stories,
experience,……
Animals’ laugh story

strategies:
8. Adaptability:
 Be flexible and willing to adjust the project plan
when unexpected challenges arise.
 Embrace change and innovation when it benefits the project.
Exercise
The 9 dots exercise

Creativity adabtability Exercise
• See the figure below. Link all nine dots with only four straight lines,
which have to be drawn without any breaks and in one go and
without linking any of the points more than once.

Cross the line / think outside the „box“

Lesson learned from the exercise?

strategies:
9. Capacity Building:
 Identify
training
needs within the team and provide
opportunities for skill development.
 Invest in capacity building to enhance team
members' competencies.

strategies:
10. Community Engagement:
 Engage with the local community and beneficiaries
to understand their needs and priorities.
 Involve them in project design and decision-making processes
to ensure relevance and sustainability.

strategies:
11. Advocacy and Networking:
 Leverage project experiences and outcomes to advocate for policy
changes or raise awareness about social issues.
 Collaborate with other NGOs and Organizations for shared
goals and resources.
……………………. Any experience?……………….

strategies:
12. Ethical Considerations:
 Adhere to ethical principles and ensure that project activities
uphold human rights and ethical standards.

strategies:
13. Documentation and Reporting:
 Maintain comprehensive project
documentation,
including
plans, reports, and financial records.
 Provide regular, accurate, and transparent reports
to stakeholders and donors.

14. Continuous Learning:
 Encourage a culture of continuous improvement within the team.
 Reflect on past projects, learn from successes and challenges, and
apply lessons to future initiatives.
……. Anyone who can share us his/her experience in recording each and
every challenges and their implemented way-out…. And taking as a lesson for
next projects…..

15. Sustainability Planning:
 Develop strategies for the sustainability of project outcomes, such as community ownership
and capacity building.
16. Conflict Resolution:
 Address conflicts or disputes promptly and constructively, aiming for mutually beneficial solutions.
17. Technology and Tools:
 Utilize project management software and tools to streamline processes, track progress, and
facilitate collaboration.
18. Self-Care:
 Prioritize self-care to prevent burnout and maintain personal well-being, which can positively
impact project management.

By focusing on these strategies and continuously seeking ways to
improve project management practices, an NGO Project
Managers can enhance their effectiveness and contribute to the
success of the Organization's mission and projects.

assignment
Energizer for the afternoon session
(fun stories, experiences, metal and physical exercises, question and
answer, etc….)

Energizer or Problem solving exercise
Participants ……
The water bottle exercise….

Why projects:
fail to meet their objectives?
run significantly late?
cost far more than plan?
Experience sharing
(20 minutes– Intra and inter group)

Common causes for a project failure:
Unclear objectives
 Scope creep (It’s what happens when project deliverables exceed
the project scope, and you end up with more work than you
bargained for. )
Unorganized documentation and tracking
Inadequate communication across teams
Ineffective resource planning
Disregarding warning signs
Unclear roles and responsibilities
Inflexibility to change
Low sense of ownership

Causes of project failure……… Cont.….
Poor leadership
(e.g. leading like another business in the organization), but
• needs special attention
• Continuous follow up
• Agile leadership
• Build strong team

How do you evaluate this Team? Why
this happen in the organization?

Project leadership, most simply, is the act of leading a
team towards the successful completion of a project.
In project management a leader is part of an integrated
team with the shared responsibility of the team and
stakeholders to deliver a project on time and within
budget.
Project Leadership

The Unique characteristics of project leader:
Agility
High-sense- of- urgency (no procrastination)
Time management
High personal qualities
self-management, stress Management (Ability to keep calm during stressful and challenging
situations) and Ability to work with locale people (humility)
Project Leadership …………………. Cont.….

Note of Notes:
In actual field practice,
locales often have in-depth knowledge and experience of
their current situation, the fields around them, and how to
handle the physical elements.
So, Learning from their experiences and practicing
humility would help project managers gain the trust of the
locales and encourage them to participate in capacity
building and implementation of NGO projects.
Project Leadership …………………. Cont….

Leadership matrix
Time Management Matrix
Risk Management Matrix
Essential tools for effective Project Leadership

Quadrant-3
Proactive
task-management
Quadrant-4
proactive
People-leadership
Quadrant-2
Reactive
Task-management
Quadrant-1
Reactive
People-leadership
Project Leadership Matrix:
A tool that shows where you’re supposed to focus
proactive
Focusses on project’s strategic
vision
Reactive
Focusses on immediate issues
Task focus People focus
Which quadrant do you think a place
of an effective project manager?
Why?
Take ‘Timing Issues’ into account:
 At normal time
 At emergency time
Take ‘type of org. Issues’ into
account--- NGO
.

Time Management Matrix
So what?
Can you Manage Time?
If yes, how?
If no, why?
We can’t Manage time,
but we can manage the priority
How can you manage the
priority?
Through
Time Management matrix

Day 2
Ensuring Project quality
And
Managing project risk

What is quality?
How can we Ensure Project Quality?
What is project quality management?

Project Quality Management
Project quality management is the process of
ensuring
the quality of deliverables of a project.
It involves
 defining the quality standards for a
project’s deliverables
 measuring the quality of the project
activities based on those agreed
standards
 taking corrective measures if a
project deliverable deviates from its quality
standards.
Note:
It is essential to proactively manage this process
continuously to ensure the project’s quality.
Quality is never an accident. It is
always the result of intelligent
effort. – John Ruskin

Project Quality Management ….. Cont.….
 The purpose of quality project management
is to reduce project risks and prevent
project failure by delivering the quality
requirements of a project.
 Quality directly impacts the cost of the
project. Thus, for a project to be cost-
effective, a manager needs to work within the
constraint of quality.

Stages of project quality management
1
2
• Quality planning
• Quality assurance
3
• Quality control
4
• Quality improvement

Stages of project quality management
1. Quality planning:
The process of identifying and defining the quality standards for the quality
measurement of the project activities or deliverables.
share us some of quality standards in your respective office
your Example
Quality standards for education (World Bank).. The 6th A’s
quality education
 Assessment
 Autotomy
 accountability
 Attention to teachers
 Attention to early childhood development

Stages of project quality management …….cont.…
2. Quality assurance
In a PM, quality assurance ensures the correct
implementation of all measures listed in the
quality planning stage to maintain quality.

3. Quality control
 Quality control in project management is an
operational process of taking corrective actions to
solve a problem.
 focusing on taking corrective measures to solve a
problem. It includes analyzing the problem and
implementing corrective measures.

4. Quality improvement
 Quality improvement is the process of analyzing
the quality management process of a current project
to increase the effectiveness and efficiency of the
project management processes.
 The purpose of quality improvement is that the current
project and future ones will better meet customer
satisfaction.

Discussion:
Ensuring quality of a project can reduce costs.
Do you agree with this statement?
If yes, how?
If no, why?
Project quality management requires you to perform some extra tasks
and quality checks from time to time which costs extra money and
resources. However, the absence of quality management projects leads
to major losses. It is because you are not able to identify and resolve
issues early on and you have to rework again and again which can derail
your project schedule, scope, and cost.

Risk Management
What is project risk?
What is Risk management?
Risk is uncertainty that can affect project outcome
Risk management is one tool of project management that ensures project success.
Consists of 4 major steps
1. Risk identification: list out all the possible risks that can possibly make the project goes
wrong.
Example:
Requiring additional budget
Requiring extended project delivery schedule
…...

Risk Management …………. Cont.….
2. Risk analysis:
the assessment of the likelihood and impact of the risk
• likelihood : Low, Medium, High
• Impact scale: e.g. … if it is in budget.. How
much percent
…. If it is in schedule… days, weeks,…?

3. Planning
Plan how to handle the risk
Risk handling strategy:
• remove the risk… if possible
• Reduce the likelihood
• Reduce the impact: strategy to reduce its severity
• Transfer the risk: how?
insurance
• Accept the risk: when?

4. Put the plan into action
then ….check your risk registered document and analyze it again
Identify
analyze
plan
action

Implementation Exercise
Select one convenient project for your group and discuss in how
to manage the risk that might happen on the project. Follow all the
necessary risk management steps.
(20-25 minutes)

Thank you for you attention
For further contact
Birhanu Fantie
Industry-Linkage officer at Dire-Dawa University
Cell-phone: 0977859335
E-mail: biredu2008@gmail.com

project management introduction cedd.pptx

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