PROJECT

MANAGEMENT
TRAINING
.
OPENING AND INTRODUCTIONS
 Name ( game of name introduction)
 Department and/or Unit
 Role
 How many years in your position
 Something interesting about yourself
 Experience with Project Management
 What do you want to learn from this course?
INTRODUCTION TO
PROJECT
MANAGEMENT.
INTRODUCTION TO
PROJECT MANAGEMENT.
 Why do we do project?
As it is known that all of us in this training are coming from the Civil
Society Organizations ( CSOs) and we are carrying out some projects, so
the question is why are we carrying out projects?

 All development organizations have one purpose of doing projects, that is;
many people who are doing development activities like agriculture, health
care, infrastructure and education aim in changing the world through
projects.

 So we are doing projects for the aim of bringing positive changes in the
world.
 Every project is conducted to solve some kind of problems ( both negative
and positive problems)
 Introduction to Project
Management……..
 How is project in development sectors?
To manage project in development sectors is simple
though the areas of operation are complex due to the
number of challenges that faces the projects, but also the
cost of failure is high.
Introduction to project
management………
 Why do projects fail?
 According to the Standish Group (
www.standishgroup.com) has found that only about 17
percent of all soft were projects done in the United State
meet the original ( PCTS) targets, 50 percent must have
the target changed, meaning that they are usually late or
over spent, and 33 percent are cancelled.

 The analysis of Chaos report of 2009 from Standish

group, projects evaluated in three situation; succeeded,
challenged, failure.
Introduction to project
management………
 Succeeded – project has meet the target, meaning
that on scope, on budget and on time
 Challenged – project does not meet the target,
meaning that is completed but not on scope, budget
and time
 Failed – project are terminated early.
Introduction to project
management……
Defining a project
Every member ( individually)
write down the meaning of
project.
Defining project…..
 The PMI defines project as “ a temporary endeavor undertaken to
produce a unique product, service or result.”( PMBOK guide 2008,
p.5
 Dr. J. M. Juran defines project as “ is a problem schedule for
solution.”

 Project can be defined as a complex of non routine activities must be

completed with a set of amount of resources and within a time limit.
( Pondicherry University, project management, paper code: MBFM
3004).

 Basing on those two views, project can be defined as the temporary

endeavor undertaken to produce unique product, service or result,
having a beginning and ending date.
Defining project…….
 Project are temporary in nature. Being
temporary is where the project differ from
other operations, because projects have
limited duration.

 The projects consider to an end when the

objectives of particular project have been
achieved or discontinued.
Portfolios, programs and project
management
 Within the organization context these three
words are used interchangeably, but they are
three different words.
 portfolio management- this oversee the
performance of the organization’s collection of
the projects and programs
 Portfolios managed by the senior team or the
highest level of organization.
Portfolios, programs, and project
management…….
 Program management – this deals with the
management of coordinated projects or group
of related projects.
 The management of group of projects by
program mean at achieving the program
strategic objective and benefit.
Portfolios, programs, and project
management…….
 Project management – is the discipline of
planning, organizing and managing
resources to bring success delivery to the
specific project goals or objectives.
Portfolios, programs, and project
management…….
Project Management
 Project management is the discipline of planning,
organizing, securing and managing resources to bring
about the successful completion of the specific project
goals and objectives.
 There fore the work of project manager in managing
project is to plan, organizes staffs, directs, controlling
so as to achieve an objectives with constrain on time,
cost, and performance of the end product
 Project performance
dimensions/Triple constraints
 Project Performance
Dimensions/Triple Constrain
 Three major dimensions that define the project
performance are scope, time, and resource.
 These parameters are interrelated and interactive. The
relationship generally represented as an equilateral
triangle.
 It is evident that any change in any one of dimensions
would affect the other. For example, if the scope is
enlarged, project would require more time for
completion and the cost would also go up.
Project life cycle.
 Every member give us the experience
on what kind of project life cycle have
you used when conducting your
projects.
Project life cycle
Project life cycle
CONCEPT DEFINITION PLANNING EXECUTION CLOSEOUT

Survey of the Define Develop Do all work Finish

problems problems strategies Monitor reports
Develop implementat progress Lesson
vision ion planning Corrective learned
Write Risk action review.
mission management
statement

effort in
planning.
PMD Pro project phase model
The six project management
discipline
Scope
management

Stakeholder Time
management management

Project
justification
management Project
resource
management
Risk
management
The five project management
principles

integrated participatory iterative

balanced comprehensive
PMD Pro project manager
competences
 PMD Pro project manager
competences
competency Illustrative elements
Technical •Proactively manage scope
•Comprehensively identify the activities for project success
•Manage the overall schedule to ensure work is on time
•Define collective metrics to measure project success
Leadership/int •Vision of the project
erpersonal •Champion the project
•Facilitate a productive team environment
Personal/self •Organizational skills
management •Analytical thinking
•Time management
Development- •Understand development sector values and paradigms
specific •Understand the stakeholders involved in dvt projects
•Understand the complex environment
 PROJECT
IDENTIFICATION AND
DESIGN
Project identification and
design……
 In this phase, is where the project manager and
project team ask the important questions ,
1. Are we doing the right project?
2. Are we doing the project right?
Project identification and design…..
• Data collection
• Data analysis
In this phase, main • Identification of project
three areas are intervention logic.
effectively considered
Data collection Needs

priorities
strength
Why
collecting
data
Interve
ntions

Stakehold
ers
Needs identification
• What problems do
Problem beneficiaries have?
based • The thing to be solved

• What is beneficiaries
Asset doing well?
based • Focus on opportunities
Validating data
 This is how to ensure that your data are valid
 The best way of validating data is through
Triangulation.
 Triangulation is validating data through cross-
verification from more than two sources.
Validating of data…. (why)
Reduce conflict of
data

Helps to do right
project

Increase credibility
of your data
Bradshaw’s 4 categories of needs
Felt needs ( focusing on
Expresses needs (observation
community thoughts and
of community actions)
dreams)

Bradshaw’s
needs categories

Normative needs (comparing Comparative needs (

the situation to set of comparing current situation
professionals and experts) with the situation of others)
Bradshaw’s 4 categories of needs
In your groups discuss the
examples of four categories of
needs
 Tools for data collection
Secondary data Primary qualitative data Primary quantitative data

•Literature review •Brain storming •Survey and standardized

•Records review •Focus groups tests
•Existing statistics •Historical narratives •Standardized observation
•Government documents •Key information interviews instruments
•Other NGOs document •Anthrometric measurement
Comparison of data collection
methods
In your groups write down
what are the strengths and
weakness of the data
collection methods
Data analysis
Current • Stakeholders
analysis
state • Problem analysis

Future • Objective analysis

state
Stakeholders analysis
 In your groups create a project and list down number
of stakeholders in your in that particular project
Identifying stakeholders
Types of stakeholders in development projects
1. Users
2. Governance
3. Providers
4. Influencers
5. Dependants
6. sustainers
Stakeholders relationship
 The relationship of stakeholders can be shown using
the Venn diagram

Stak
Stakeholde ehol
r3 der 1
Stakeholder 5

Stakeholder
Stakeholder 4
2
Stakeholders relationship…
NOTE:
 Each circle present stakeholder
 The size of the circle present power and influence
 The spatial separation indicate the strength and
weakness of working relationship.
Stakeholders relationship….
 In your groups create a Venn mapping of a project of
your choice
Problem tree
effect
effect effect effect

effect effect effect effect

Core problems

cause cause cause cause

cause cause
cause cause
Problem tree
Girls results dropout Death during birth Poor enrollment

Teenage pregnancy

Lack of skills
to delay and/or
negotiate safer sex
Early sexual debut Practice of
unprotected sex
No life skills
education
Lack of information
in schools and Lack of
and education on
in communities access to contraceptives
RH and FP for youth
Objective analysis
Problem and objective tree
From the project of
your choice create a
problem tree and
objective tree.
Project logic/ log framework
 Purposes of a Logical Framework
1. A Systematic Tool for organizing the project thinking and
identifying relationships between resources, activities,
and project results
2. A Visual Communication Tool to present and share the
project intervention logic
3. A Monitoring Tool to measuring progress through
indicators and sources of verification
4. A Risk Management Tool to identify and assess the risks
that will influence implementation
Levels of PMD Pro log framework
 GOAL- the highest level desired end, result or
impact
 OUT COMES – what project expect to accomplish
 OUT PUTS – tangible results from project activities
 ACTIVITIES – actions through which inputs are
mobilized to produce/ task to be done to attain
outputs
 Project logical framework
Goal Reduced number of teenage pregnancies among the students as well
as number of drop outs due to pregnancy

Outcomes Increased number of students who know how to make healthy choices and
prevent unwanted pregnancy

Outputs Life-skills based YRH Curricula is incorporated in the Livelihood Training

,Livelihood Instructors Conduct YRH sessions using the Curricula, Peer
Educators provide Information on YRH to the students, Parents are aware
about youth YRH issues
Activities Adapt and publish life skills Based RH curricula, Conduct training on RH for
Master Trainers, Conduct training for 20 local livelihood instructors on how
to use the curricula, Select and train peer educators among the Students,
Conduct awareness raising and advocacy events in communities
Horizontal logical framework
Project Indicators Means of Assumptions
Description Verification

Goal

Outcomes

Outputs

Activities
Indicators in logical framework
What makes good indicators
Means of verification
 Means of Verification
 Do appropriate external sources already exist (reports,
stats etc.)?
 Are these sources specific enough?
 Are they reliable and accessible?
 Are the costs in obtaining the information reasonable?
 Should other sources be created?
Purpose of the logical framework
in identification and design
Project
Description Indicators Means of Assumptions
Verification

GOAL
Doing the right project
OUTCOMES
OUTPUTS
Doing the project right
ACTIVITIES
SET-UP PHASE
Project set-up………..
SET-UP PHASE
Establishing the Officially
Communicating
Project authorizing the
the project
Governance start of the
launch
Structure project
Governance structure
 We establish governance structure in project for the
following purpose
A. Authority , the power to make decision
B. Accountability, who is accountable for the success of
a project
Governance structure…..
Governance structure
Governance structure….
Project SPONSOR
board

Project
manager

Project Project Project

team team team
Start of the project
 After you have done all the above, the next thing is to
start the project
 Before starting the project, the project manager need
to have official document from the organization that
allow him or her to start up project, that document is
known as PROJECT CHARTER
Project charter
 In your group
create the project
charter of your
project of choice
Communicating the Project
Launch
 To formally acknowledge the beginning
of project;
 To ensure that key stakeholders have a
consistent understanding of the
project;
 To introduce stakeholders to the
project.
 PROJECT PLANNING

“A goal without a plan

is just a wish”
Antoine de Saint-
Exupery
The Planning Phase
“Planning is bringing the future into the present so that
you can do something about it now”
Project Plans versus Proposals
 How do you develop project plans now?

 Where does your information come from?

 Project stakeholders often confuse project proposals

and implementation plans.
Proposal Vs Implementation Plan

 In your groups sort the titles and statements into the

right order.

 •The fastest team to complete correctly wins..

Proposal vs Implementation Plan
Project Planning
 Project Planning
 Project Planning is comprehensive?
 What does this mean?

 Project Planning is decomposed/detailed.

 What does this mean?
5 Steps in Schedule Planning
•

Step 1
• Activity Definition –Use the Work Breakdown
Structure to identify all the activities required to
complete the project.

Step 2
• Activity Sequencing-Develop a good project
network diagram

Step 3
• Activity Resource Estimating(in coordination with
budgeting process)
•
5 Steps in Schedule Planning
Step 4
• Duration Estimating –Assign durations to
individual tasks and use Critical Path
Analysis to identify the total project duration

Step 5
• Schedule Development –Develop a Gantt
chart based on outputs of steps 1-4
Work Breakdown Structure (WBS)
• DEFINITION
• A deliverable oriented grouping of project elements
which organizes and defines the total scope of the
project.
• Each descending level represents an increasingly
detailed definition of a project component.

• “Running a project without a WBS is like going to a

strange land without a roadmap.”—J. Phillips
Graphical WBS Format Level 1

Level 2

Level 3

Level 4
Graphical WBS Format….
Work Breakdown Structure….

 As you can see, the first level describes the product we

want to achieve once the project is complete.
 By meeting with the stakeholders, the team can start
decomposing the product into smaller, more
manageable components.
 This is what the level 2 is showing below:
Work Breakdown Structure….
• If we take the component called “Wheels” for example,
we may want to break it down into several pieces.
However, the team has to decide how much detail the
work really requires.
• For this example, we can just break this level into two
pieces:
Level 3

• The bicycle as a product has only two wheels and from

a project management standpoint, this is enough for
the team.
Work Breakdown Structure….
 The numbers next to each item indicate the number of
hours or resources required to complete the work. The
sum of all these must be 100 at each level.

 This is the oft-quoted “100% rule” - that the sum of the

work at each “child” level must be 100% of the work at
the “parent” level.
Work Breakdown Structure….
 You’ll notice that the WBS doesn’t describe any
actions. Instead, every item is a noun
describing an end product - a bicycle seat, fork,
handlebar, etc.
 This is one of the fundamental features of a
WBS: it describes deliverables, not the
activities necessary to get there. Every item in
the WBS must correspond to an end product
(real or virtual). If there are any verbs in your
WBS, then you’re doing something wrong.
Work Breakdown Structure….
 For example, if you’re creating a work breakdown
structure for manufacturing a car, you’ll include items
such as “car body” (a deliverable), not “welding
steel” (an activity).
Work Breakdown Structure….
• Very important key points to keep in mind while
developing a WBS:

1. The WBS is created with the help of the team.

2. The first level is completed before the project
is broken down further.
3. Each level of the WBS is a smaller piece of the
level above.
4. The WBS includes only deliverables that are
really needed.
5. Deliverables not included in the WBS are not
part of the project.
Group Work
Work in groups and prepare a WBS for one of your projects.
Work Breakdown Structure….
• A well-constructed WBS can be used to:
• Guide the process of activity identification and sequencing;
• Provide a basis for: o accurate estimates of project duration;
accurate estimates of project duration;
accurate estimates of project cost;
accurate resource estimates (vehicles, people, supplies, building
materials);

• Identify required departmental, subcontracting, supplier services;

• Communicate and agree the product and project scope with the project’s
stakeholders;
• Show the hierarchy of work needed to complete a project and indicate
the interfaces between them;
• Delegate the work packages to project team members, implementing
partners or suppliers.
Network Diagrams
 "You don't drown by falling in the water; you drown by
staying there."—Edwin Louis Cole

 Network Diagrams

 “Each completed task establishes certain parameters

and imposes constraints on the next task.”-–Louis
Fried
Activity Resource Estimating
 Activity Resource Estimating
 How long does it take to dig a hole?
 What does it depend on?
 Activity Resource Estimating
 Decision concerning resource estimating are informed
by constraints
 Different projects can have different constraints
Common Estimating Techniques
Top-Down Estimation

•Management defines the time to complete an activity

•Based on judgment and experience
•Can be dangerous in projects new to the organization

Bottom Up Estimation

•People doing the work are consulted for time estimates

•People closest to work are apt to have a more accurate idea of actual effort required

Parametric Estimation

•Relies less on people and more on statistics

•Based on historical data –what happened before
Network Diagram
 •Based on the WBS you created earlier, work through
creating a simple network diagram
 •Don’t forget to add your estimated durations.

 How do you communicate to people:

 -Who is doing what?
 -Who is responsible for what?
Network Diagram…
Order
furniture 4
Furniture
Locate 2 setup
facilities
Remodel
1 5 6
Move in

Interview
Hire and
train
3
RACI Matrix
The person in charge of performing
Who is RESPONSIBLE
R a task

Person who must make sure the task

A Who is ACCOUNTABLE is done completely (might be the
same as responsible)

2-way communication with people

C Who is CONSULTED who are expected to provide input
and opinions

1-way communication to people who

I Who is INFORMED should be notified and kept
informed
Activity: Construct a RACI Matrix

In your groups look at your network diagram and

develop a RACI framework for some of the key
elements
Critical Path
• “Working ten hour days allows you to fall behind twice
as fast as you could working five hour days.”—
IssacAsimov

• What is the critical path in this example?

• The critical path is the series of tasks that determines

the minimum amount time required to complete
project activities. This sequence of tasks represents the
longest path between the project’s start and its end
Critical Path…

In your groups identify the critical path for your

network diagram.
Realistic Schedules
 In your groups think about the following

 1.Which issues and circumstances delay your

schedules?

 2.What can you do to make them more realistic?

Realistic schedules?
Typical Delays Solutions
• Holidays •Do it together
• •Recruitment •What happened last
• •Sick leave time
• •Turnover •Ask/talk to people
•Use better estimating
• •Logistics (lead in times)
techniques
• •Elections
• •Rainy season
• •Unplanned events
• •‘Stuff’
Schedule Development
• Schedule development uses results of the other time
management processes to determine the start and end
date of the project and its activities
• The goal is to create a realistic project schedule that
provides a basis for monitoring project progress for the
duration of the project
Gantt Chart-Planning and
Scheduling
Gantt Chart MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

Locate new
facilities

Interview staff

Hire and train staff

Select and order

furniture

Remodel and install

phones

Move in/startup
Managing budgets
 What challenges and/or opportunities have you
experienced with your budgeting approaches?
Activity Based Budgets
Sample from NAMA Forms
Planning
 Communication Plan
 Supply Plan
 Risk Management Plan
 HR Plan
 M&Eplan
 L&D Plan
PROJECT IMPLEMENTATION

 “Catch the bear before you sell its skin”

The Implementation Phase
PROJECT IMPLEMENTATION….
 The day-to-day work of project
implementation is to lead and manage the
application of the project implementation
plan. This task can be relatively simple, or
can become extremely complex, depending
on the nature of the project.
PROJECT IMPLEMENTATION….
 As in all project management, success during
implementation is partially an art (managing
people, leading teams, communicating with
clarity), but it is also a science. In its simplest
form, the responsibility of the project manager
is to implement the project plan. However,
upon closer inspection, it becomes clear that
the project manager must apply a number of
technical skills to succeed during
implementation.
PROJECT IMPLEMENTATION….
These skills include:
• Managing Issues
• Managing People
• Managing Internal Controls
Managing Issues
 An issue is an unresolved decision,
situation or problem that will
significantly impact the project and
that the project team cannot
immediately resolve. Issues
management consists of having a
process for identifying these problems
and managing them until they are
resolved.
Assumptions, Risks & Issues
 Assumption= A statement (identified in order to
complete cause-effect logic –mostly in logframes)
 Risk= A possibility (identified in order to be
managed –using a risk register)
 Issue= A happening (identified in order to solve
real problems –using an issues log)
Issue Log
Issues Log
 In your groups look at some recent issues you have
faced in your projects and put them into an issue log
Managing People
 The importance of strong people
management cannot be overstated. Project
managers work in teams and often are only
able to achieve their goals as a result of the
commitment, cooperation and
contributions of the people on the project
team. As a result, managing people can
become the project manager's most
important, and most difficult, job.
Managing Internal Controls
 Internal controls include the processes
through which an organization's resources
are directed, monitored, and measured. It
plays an important role in preventing and
detecting fraud and protecting the
organization's resources, both physical (e.g.,
machinery and property) and intangible
(e.g., reputation or intellectual property
such as trademarks).
The Best Cup of Tea
Dealing with Delays

 PMD Pro suggests two clear ways of dealing with

scheduling and delay issues
 Fast Tracking
 Schedule Crashing
Fast Tracking the Schedule
 “Fast tracking” a project schedule takes activities
that would normally be completed in sequenceand
completes them in parallel.

 Risk: Quality may suffer or time will be needed

for rework later
Fast Tracking the Schedule

 Original Critical Path 25 days

 Critical Path After Fast Tracking 19 days

Crashing the Schedule

 "Crashing"the schedule means adding additional

resources to the critical path to accelerate
progress, however, without necessarily getting the
highest level of efficiency.
 Risk: May assign additional resources with
limited tools to complete the task, lowering
efficiency.You may add a resource to work 5 days
and only shorten the task completion by 2 days.
Crashing the Schedule

 Original Critical Path 25 days

 Critical Path After Crashing (increasing workers)

15 days
Crashing and Fast Tracking

 Now we are in implementation go back to your

network diagram and reduce your project time by 20%.
Project Planning is Iterative
Rolling-wave planning

The iterative process of providing increasing levels of detail to the

project implementation plan over time
Tools and Implementation
 In your groups think of all the tools you have learnt
about so far. How will you use them in
implementation?

Needs identification WBS

Stake holder Network Diagram
analysis/Matrix RACI
Log Frame Activity based budget
Indicators & MoV Gantt Chart
Risk Register issue log
Project Charter
Communication Plan
 PROJECT
MONITORING,
EVALUATION AND
CONTROL
THE THREE PRINCIPLE CATEGORIES
OFACTIVITIES TAKING PLACE DURING
PROJECT PHASES ARE:

Project Monitoring

Project Evaluation

Project Control
MONITORING
Progress Monitoring tracks the operational work
of the project. It answers questions like
“Have activities been completed as planned?” “Have
outputs been produced as anticipated?”
“Is the work of the project progressing as projected?”
At a fundamental level it is a passive process, it
changes nothing.
Instead, it tells the project manager
where the project performance is in
terms of:

Money
Time
Risk
Quality
At its core, the goal objectives,
timing and activities of project
progress monitoring are perhaps
best identified via the following
table:
The What, Why, When and
How of Monitoring
A continuous review of project progress at the activity and
What outputs levels
Identify necessary corrective action

Analyze current situation

Identify issues and find solutions
Why Discover trends and patterns
Keep project activities on schedule
Measure progress against outputs
Make decisions about human, financial and material resources

When Continuous

Field Visits
How Records
Reports
EXAMPLES OF MONITORING
INDICATORS
Agriculture Microfinance Water Example
Example Example
Outputs – ‘The Number of farmer Number of clients Number of new
tangible products groups receiving and water
or created correctly systems installed
services’ - competence of using credit and
trainees Number of clients functioning
participating in properly
savings
programs
Activities – ‘Tasks Number of staff Number of staff Number of
or actions taken to visits to visits to communities
implement project farming villages organized for
interventions’ communities Number of bank water
Number of training system installation
training sessions
sessions organized - competence of
trainees
PROJECT EVALUATION
Project Evaluation tends to
focus on tracking progress at
the higher levels of the logical
framework i.e. project
outcomes
Evaluations tend to explore questions like:

“Is the project successful at achieving its

outcomes?”

“Is the project contributing to its ultimate goal?”

EXAMPLES OF EVALUATION
INDICATORS
Agriculture Microfinance Water Example
Example Example
Goals – ‘Are the % of families who Increase in net Reduced
project outcomes produce household income morbidity
contributing to a enough food to Positive change in and mortality
larger cover lean household from
impact within the periods consumption water related
target Decreased % of patterns diseases
communities?’ malnourished
children
Outcomes – ‘Are % of families % of households % of households
the adopting with using safe water
project outputs improved increased working supply
resulting in the techniques capital Increase in per
desired % of hectares capita
project outcomes?’ covered consumption
with improved of water
techniques
PROJECT CONTROL
Project Control involves
establishing the systems and
decision making process to
manage variances between the
project plans and the realities
of project implementation.
The Project Monitoring and
Evaluation Plan
A crucial element of a comprehensive
implementation plan is a monitoring and
evaluation plan which identifies the
system for tracking and measuring project
progress, performance and impact. Strong
project design makes it easier to create and
align comprehensive monitoring and
evaluation systems.
Format of project monitoring and evaluation
plans varies, the plan usually includes the
following information:
 What indicators are being monitored and evaluated?
 What information is needed to track the indicator?

 What are the sources of the information?

 What data collection methods are appropriate?

 Who will collect the information?

 How often will it be collected?

 Who will receive and use the results?

EXAMPLE OF A PROJECT
MONITORING AND EVALUATION
PLAN FORMAT
Hierarch Indica Defini Infor Source Metho Who Frequ Users
y tors tion matio s ds Collec ency
of Key n of of ts of
Terms Neede Data Data Collec
d Collec tion
tion
Goal

Outcome
s
Outputs

Activities

Inputs*
What type of data is
the project trying to
collect?
Quantitative methods:
Focus on the breadth of the intervention,
providing objective and reliable information
that allows for generalization of results to a
wider population.

Qualitative methods:
Focus on direct and in-depth interaction with
participants, providing rich and detailed data.
Six Elements of a Monitoring System
Indicators Clearly defined
Base lined
Systematically measured
Schedule and Time and money are allocated for monitoring tasks
budget Schedule details processes for data collection, review,
summary, analysis, and
feedback
Staff/partners Clearly identified monitoring responsibilities
Plan monitoring activities with the community
A full data cycle Including a full cycle for managing monitoring data:
1. Collection;; 2. Review;; 3. Summary;; 4. Analysis;; 5.
Feedback

Data management Procedures exist and are used to ensure integrity of data
and proper storage of
data
Link to the next The project monitoring system is linked to the next level of
level the organization’ program or portfolio.
Project Evaluation Approaches
 When planning for project evaluation activities to
include in the Project Monitoring and Evaluation

 Plan, organizations should choose their evaluation

approach based on their learning objectives.
Three evaluation approaches that are
extensively used in the development
sector are:

Final evaluations
Mid term evaluations
Ex post evaluations
Final evaluations

Often mandated by a funding

agency or required by a
development
organization’s own policy, would
be conducted towards the end of
project.
Mid term evaluations:

Offer the advantage of answering many of

the same questions posed through final
evaluations, but also provide the
opportunity to supply suggestions to
improve the project
efficiency and impact while the activities are
still underway.
Ex post evaluations
Examine project impact at a
defined period of time after
project completion, sometimes a
year after the official close of the
project.
PROJECT CONTROL
When reflecting on evolution, Charles Darwin
observed that ‘it is not the strongest of the species that
survive, nor the most intelligent, but the ones most
responsive to change.’

Similarly, project managers must also acknowledge

that change will frequently, or nearly always, be
required for their projects to succeed.
Control process that ensures that
any project changes are:
a. Managed through a formal change management process.
b. Analyzed to ensure that implications of those changes are
thoroughly thought.
c. Documented to illustrated their complete impact on all the
integrated elements of the project.
d. Communicated to key project stakeholders.
RISK MANAGEMENT
 When exploring the “essential” elements of strong
project management, most discussions quickly
converge on the topic of risk.

 But what is risk? The term is often used loosely,

without consistency and sometimes incorrectly. In
the context of the PMD Pro, risk is the potential
effect of uncertainty on project objectives.
Risk management…
 When considering the definition of risk, there are
two key ideas that need to be explored further:
 Probability – Risk can be seen as relating to the
probability of uncertain future events (as
compared to issues which deal with current ones
that must be immediately addressed). Remember,
as discussed in the discussion of Section Two’s
Project Implementation Phase, that project issues
are risks that have become a reality.
Risk Management…
 Impact – Risk has the potential to impact the
project. Most project teams focus on negative risk
that has the potential to harm the project
(time/calendar, cost/resources, quality, scope, etc.)
In general, negative risks are to be avoided.
Positive risk, on the other hand, is less widely
acknowledged and understood. Project teams can
assume positive risks if they see a potential
opportunity, along with a potential for failure. This
is referred to as intelligent risk taking.
Risk Management (assessment)…
End of Project Transition
END OF PROJECT TRANSITION
Project Identification and Design
Project Set Up
Planning Implementation
Monitoring, Evaluation and Control
End of Project Transition
4 SCENARIOUS
In practice, there are four end of
project transition scenarios that
exist for development projects.
These four scenarios are presented
in the table below:
End of Project….
End of Project…
 A project, by definition, is a temporary endeavor,
having a defined beginning and end (usually
constrained by date, but possibly by funding or
deliverables). The temporary nature of projects
differentiates them from normal business
operations of an organization (or ‘on-going
operations’, which is repetitive, permanent or
semi-permanent functional work producing
products or services).
1. TOOLS TO MANAGE THE END OF
PROJECT/STRATEGY
One tool used to plan for the
ongoing sustainability of the
project is the Transition Planning
Matrix which include the
following:
Component, Key Questions, Guiding
Principles and Challenges (Please have a
look on the paper distributed to you)
2.VERIFICATION THE PROJECT SCOPE
 Project Manager has the task of Communication
to internal and external stakeholders (Sponsors
and the Board) the aim is to verify the scope and
acceptance of deliverables.
 It can be done in two ways
1.Project implementation Team meets and check
against the implementation plan
2. Meet with the key stakeholders (donors,
community groups) to:
VERIFICATION THE PROJECT …
Review accomplishments against the project plan,
and then get their acceptance documented by
some kind of formal acknowledgement or
acceptance.
Make sure they are satisfied, not just with the
technical aspects of the project, but also with the
overall outcomes (this is often as much about
perception as it is about the existence of outputs
and achievement of outcomes).
3. COMPLETE CLOSURE
A.CONTARCTIVE, Contract of the suppliers and
every group or individual who participated to the
project
B.FINANCIAL, Having a look on the proper use of
money if it met the target, is there any dept etc
C. ADMINISTATIVE, Having a look on staff's status
released or resigned, project report, files and
Project equipment's sold or transferred
 4. COMPLETE END OF PROJECT
LEARNING
 It is very important to have a list of learned facts from
the project this may be prepared by project
implementors may come from other organizations
who have opportunity to recommend to the project
evaluation report which has database
 It is very simple to have learning report from learning
review (planning versus actually happen) which give a
chance to the implementors and other stakeholders to
see how Operation, policy, or strategies relating to
ongoing or future program interventions.
5:CELEBRATION OF ACCOMPLISHMENT
Celebration, having social gathering which
has the intention of saluting or marking an
event or enjoying.
This may be done by launching event and
having some special actions like giving gift,
recognition, and salute/appreciation to all
who participated to the project success. To
Value the effort of participants
FILLING SCHEDULES
SAMPLE OF NAMA
FOUNDATION
PROJECTS FORMS
THANK YOU FOR LISTENING
‘’OOHBEJA SANA’’