The document summarizes a course on project development and management that teaches how to formulate project proposals, objectives, budgets, and implementation. It also discusses key aspects of project management including establishing objectives and scope, creating work breakdown structures, developing schedules and budgets, and managing risks. Finally, it outlines the typical project life cycle of initiating, planning, performing, and closing a project.

1. Fish 3215: Project Development and
Management (3 units=3 hours)
• Course Description: Preparations and development of project proposals,
and management of projects.
• Learning outcomes:
• Acquired knowledge in the formulation and preparation of project proposals in
fisheries (PO1);
• Establish SMART project objectives, methods identification, budget preparation and
project proposal presentation;
• Awareness in the management procedures and project implementation;
• Took part during stakeholder consultation and learn the principles of risk analysis and
management
• Major Output: Approved and feasible Project Proposal (individual)
• Term exams, performance in class (Course requirements)

2. A Project is an endeavor to accomplish a specific objective through a unique
set of interrelated tasks and the effective utilization of resources.
Attributes:
• A project has a clear objective that establishes what is to be accomplished.
• A project is carried out through a series of interdependent tasks.
• A project utilizes various resources to carry out the task.
• A project has a specific time frame, or finite life span.
• A project may be a unique or one-time endeavor.
• A project has a sponsor or customer.
• Finally, a project involves a degree of uncertainty.

3. The project scope is all the work that must be done in order to
produce all the project deliverables (the tangible product or items to be
provided), satisfy the customer that the deliverables meet the
requirements or acceptance criteria, and accomplish the project
objective.
Quality expectations must be defined from the onset of the project.
The schedule for a project is a timetable that specifies when each task
or activity should start and finish.
The budget of a project is the amount the sponsor or customer has
agreed to pay for acceptable project deliverables.
Various resources are needed to perform the project tasks and
accomplish the project objective.

4. There could be risks that adversely affect accomplishing the project
objective.
Ultimately, the responsibility of the project manager is to make sure the
customer is satisfied.

5. Project Life Cycle
The generic project life cycle has four phases; initiating, planning,
performing, and closing the project.

6. INITIATING
The first phase of the project life cycle involves the identification of a
need, problem, or opportunity and can result in the sponsor authorizing
a project to address the identified need or solve the problem.
PLANNING
Before jumping in an starting the project, the project team or contractor
must take sufficient time to properly plan the project.
PERFORMING
The third phase of the project life cycle is performing the project. One of
the base-line plan has been developed, work can proceed.
CLOSING
The final phase of the project life cycle is closing the project.

7. Project Management is planning, organizing, coordinating, leading and
controlling resources to accomplish the project objective. The project
management process involves planning the work and then working the
plan.
1. Establish project objective. The objective must be agreed upon by
the sponsor or customer and the organization that will perform the
project.
2. Define scope. A project scope document must be prepared. It should
include customer requirements, define the major work tasks or
elements as well as provide a list of deliverables and associated
acceptance criteria that can be used to verify that the work and
deliverables meet specifications.
3. Create a work breakdown structure. Subdivide the project scope into
pieces or work packages. A work breakdown structure (WBS) is a
hierarchical decomposition of the project scope into work elements
or items to be executed by the project team that will produce the
project deliverables.

8. 4. Assign responsibility. The person or organization responsible for
each work item in the work breakdown structure must be identified
in order to inform the project team of who is responsible and
accountable for the performance of each work package and any
associated deliverables.
5. Define specific activities. Review each work package in the work
breakdown structure and develop a list of the detailed activities that
need to be performed for each work package and to produce any
required deliverables.
6. Sequence activities. Create a network diagram that shows the
necessary sequence and dependent relationships of the detailed
activities that need to be performed to achieve the project
objective.
7. Estimate activity resources. Determine the types of resources, such
as the skills or expertise required to perform each activity, as well as
the quantity of each resource that may be needed.
8. Estimate activity durations. Make a time estimate for how long it will
take to complete each activity, based on the estimate of the
resources that will be applied.

9. 9. Develop project schedule. Based on the estimated duration for each
activity and the logical relationships of the sequence of activities in
the network diagram, develop the overall project schedule, including
when each activity is expected to start and finish, as well as the
latest times that each activity must start and finish in order to
complete the project by the project required completion date.
10. Estimate activity costs. Activity costs should be based on the types
and quantities of resources estimated for each activity as well as the
appropriate labor cost rate or unit cost for each type of resource.
11. Determine project. A total budget for the project can be developed
by aggregating the cost estimates for each activity.

10. Management of Organizations and
Human Resources
James Arthur Finch Stoner
R. Edward Freeman
1989

11. Management has been called “the art of getting things done through
people.” managers achieve organizational goals by arranging for others
to perform whatever tasks may be necessary- not by performing the
tasks themselves.
Management is the process of planning, organizing, leading and
controlling the efforts of organization members and of using all over
organizational resources to achieve stated organizational goals.
1. Planning implies that managers think through their goals and actions
in advance.
2. Organizing means that managers coordinate the human and
material resources of the organization.
3. Leading describes how managers direct and influence subordinates,
getting others to perform essential tasks.
4. Controlling means that managers attempt to assure that the
organization is moving toward its goals.

12. Criticizing organizations is, of course, a time-honored American custom
but organizations are a necessary element of civilized life for several
reasons: they enable us to accomplish things that we could not do as
well- or at all- as individuals; they serve society; they help provide a
continuity of knowledge; they serve as an important source of careers.
First of all, organizations are important because they are social
institutions and must be managed within the confines of certain
culturally accepted values and needs.
By coordinating the efforts of different individuals, they enable us to
reach goals that would otherwise be much more difficult or even
impossible to achieve.

13. Managers work with and through other people.
Managers, then, work with anyone at any level within or outside their
organizations who can help achieve unit or organizational goals.
Managers in any organization should work with each other to establish
the organization’s long-range goals and to plan how to achieve them.
Managers act as channels of communication within the organization.
Managers are responsible and accountable.
Managers balance competing goals and set priorities.
Managers must think analytically and conceptually.

14. Managers are mediators.
Managers are politicians.
Managers are diplomats.
Managers are symbols.
Managers make difficult decisions.