A project is a set of interrelated activities with defined objectives and outputs to be implemented within a specific time period and budget. It should be consistent with broader national policies and programs, and create something new rather than support ongoing activities. Project management involves leading and coordinating human, physical, and financial resources using systematic techniques to achieve clearly defined objectives regarding outputs, outcomes, costs, time, quality, and stakeholder satisfaction. The project cycle consists of programming, formulation, appraisal, financing, implementation, and evaluation phases to structure informed decision-making and feedback at each stage of a project.

1. What is a Project
 A set of interrelated activities
 With a clear starting point
 And clearly defined objectives and outputs
 To be implemented in a defined time period
 Specific resources and budget
 Clear management responsibility (PMU / project committee)
NB: Projects should:
 Be consistent & supportive of broad national policy and programme object-i
ves
 Create something “new” rather than support ongoing activities (if ongoin
g; then project should bring “new” ways of managing / implementing it
 E.g. Mwenezi Development Training Centre (MDTC) implemented a 40ha,
Murove Irrigation Project in Mwenezi District, 2002 – 2010, funded by Lead
for Euro 22,000/=.

2. Project in Context
Policy - long-term strategy of organisation(s) to
achieve a conceived situation.
NB: Implemented within national devt policies
(e.g. Poverty Reduction Strategy) – important
for sustainability.
 Follow sectoral programming – Ministry of Agr
iculture on food security
 Follow organisational strategy – e.g. an NGO’
s vision could be to equip residents of a specif
ic district with self reliance skills to eradicate p
overty

3. Project in context cont…
Programme - a medium to long-term strategy that consists of several projects
needed to achieve the overall long-term policy.
E.g.s an NPO’s food security programme include –
a) An Irrigation Project
b) Testing & disseminating traditional crop varieties e.g. Mbuya usafe, Red cork
c) Training farmers on good farming practices and animal husbandry
Therefore Project
Is set of activities to achieve specific objective of a programme within a given
time period and budget.
Is temporary (beginning & end) endeavor, undertaken to create a unique
(product or service different in distinguishing way from similar products or
services)
Activity
Is a concrete action to (in combination with other activities) achieve the
objectives of a project.

4. Why Policy or Programming in Projects
Reasons why Projects fail
 Not linked to broad program or policy framework
 Rigid targets & processes
 Optimistic goals to attract funding (false expectations)
 Authoritarian style of interaction
 Driven by aid professionals & not locally owned (NB:
beneficiaries subtle people though little education)
 Induce insecure state of project culture
 Force relationship that is contractual
 Mis targeting / lack of baseline (additions)
 Politics (additions)

5. What is Management
 Working with human, financial & physical resources
 To achieve (organisational) objectives
 While maintaining balance among conflicting interests
 In an effective & efficient manner
 by performing analysis, planning, organising, leading & c
ontrolling functions.”

6. Project Management
 Art of leading & coordinating human, physical
& financial resources
 During the lifetime of a project,
 Using systematic management techniques
 In order to achieve clearly defined objectives
 In regard to outputs, outcomes, costs, time, q
ality & satisfaction of all stakeholders (benefic
aries / financiers / government )
NB – project manager unique to other managers

7. Why Project Management
 to tackle complex problems
 for one-time or short-term tasks
 for infrequent, new, unique, unfamiliar tasks
 for executing a complex set of activities (high interdependence
and narrow ‘path of success’)
 when involvement of many and/or very different stakeholders i
s required, desired (stakeholders have different needs and ex
pectations)
 when a high degree of coordination or conflict resolution is nec
essary (balancing demands)
 when resources are limited and thus requiring efficient proces
ses

8. What is Project Cycle Management
 Projects are planned & carried out in a sequen
ce
 Projects start with agreed strategy, then specifi
c action towards achieving objectives
 Actions are implemented to improve the strate
gy
 PCM provides structure to consult stakeholder
s, gather relevant information so that informed
decisions are made at each stage of the projec
t

9. PCM Principles
 Project cycle phases – structured & informed d
ecision making & feedback from evaluation
 Partners / stakeholder ownership – involvemen
t of stakeholders in decision making / team wor
k and communication
 Logframe planning – comprehensive & consist
ent analysis
 Integrated documentation - standardised docu
mentation and assessment criteria

10. Project Cycle (EU PCM Manual)

11. Project Cycle
 Programming / identification – project idea stage; possibility / worthy of f
urther investigation. Resources to be exploited or need / demand to be sati
sfied. National, regional & district problems that projects / dvt cooperation c
an address. (What problems are NGOs represented addressing?)
 Formulation - define alternatives for project, select & plan for optimum alt
ernatives (size, location, technical details & institutional requirements)
 Appraisal – All aspects of project reviewed to decide whether not to proce
ed with the project
 Financing – allocating, disbursing & accounting for project funds
 Implementation – institutions established, funds disbursed & facilities con
structed (refer to notes)
 Evaluation – learning from ongoing project to give feedback onto improvin
g the project itself or new projects
(Cusworth, 1993) Managing Project in Developing Countries
(Which stage would you say is most important??)