PROJECT PLANNING AND MANAGEMENT

Project Life Cycle,project feasibility study Project Identifiication,project Implementation ,Project Monitoring and Evaluation and Project Closure

1. Introduction to Project
Planning & Management
ABRAHAM M.
NCUNGE
Kenya School of Government
SENIOR LECTURER

2. Course Content
•The concepts of Project Planning
and Project Management
•Monitoring, evaluation and
reporting of projects
•Challenges facing the effective
implementation of public projects

3. Course Objectives
By the end of the topic the
participant should be able to:
i.Explain the concepts of project
planning and project management
ii.Monitor and evaluate projects
iii.Discuss the challenges facing the
effective implementation of public
projects

4. What is a project?

5. A project is a unique venture with a
beginning and end, conducted by the
people to meet established goals within
parameters of cost, schedule and quality
It can also be defined simply as a
temporary endeavour undertaken to create
a unique product or service
Projects (are) goal-oriented, involve the co-
ordinated undertaking of interrelated
activities, are of finite duration and are all,
to a degree, unique

6. Therefore a project can be considered to be
a series of activities and tasks that:
a)Have a specific objective to be completed
within certain specifications
b)Have defined start and end dates
c)Have funding limits (if applicable)
d)Consume human and nonhuman
resources (i.e. money, people, equipment)
e)Are multifunctional (i.e. cut across several
functional lines)

7. Elements of Projects
1.Projects are complex one-time processes –
they arise for a specific purpose or to meet a
stated goal. They are complex because they
typically require the co-ordinated inputs of
numerous members of the organization
2.Projects are limited by budget, schedule and
quality –project work requires that members
work with limited financial and human
resources for a specified time period

8. 3.Projects are developed to resolve a clear
goal or set of goals -a project’s goals or
deliverables define the nature of the project
and that of its team. Projects are designed to
yield a tangible result
4.Projects are customer focused –the
underlying purpose of any project is to satisfy
customer needs. If that goal is neglected, a
firm runs the risk of “doing wrong things
well”.

9. Characteristics of Projects
a)Projects are ad hoc endeavours within a clear
life cycle
b)Projects are building blocks in the design and
execution of organizational strategies
c)Projects are responsible for the newest and
most improved products, services and
organizational processes
d)Projects provide philosophy and strategy for
the management of change

10. e)Project management entails crossing
functional and organizational boundaries
f)The traditional management functions
apply to project management
g)The principal outcomes of a project are the
satisfaction of customer requirements
within the constraints of technical, cost and
schedule objectives
h)Projects are terminated upon successful
completion of performance objectives

11. A project is not:
1.A Portfolio –a group of projects gathered
into a governable unit to facilitate their
effective coordination and assurance
2.A Programme –a management vehicle for
progressing, coordinating and
implementing an organization’s strategy
specifically by linking together an often
complex combination of BAU activity and
new projects, all of which are focused on
the delivery of a defined business objective

12. Project Vs Progamme
Project:
1.Has relatively few sponsors
2.Will be a contained
disaster if it fails
3.Is focused on a deliverable
4.Will deliver benefit after
completion
5.Has a short/medium-term
lifespan
6.Has variable risk
7.Has a focussed scope
8.Excludes BAU activity
Programme:
1.Has multiple sponsors
2.May be a corporate disaster
if it fails
3.Is focused on a business
objective
4.Will deliver benefit in
phases
5.Has a long-term lifespan
6.Is always high risk
7.Has a wide scope
8.Includes BAU activity

13. Why are projects
important?

14. 1.Shortened project life cycle –
increasingly, the life cycle of new
products is measured in terms of months
or even weeks, rather than years
2.Narrow project launch windows –
organizations are aware of the dangers of
missing the optimum point at which to
launch a new product and must take a
proactive view toward the timing of
product introductions

15. 3.Increasingly technical and complex
products –the public’s appetite for “the
next big thing” continues unabated and
substantially unsatisfied. People want the
new models of their consumer goods to be
better, bigger (or smaller), faster and more
complex than the old ones
4.Emergence of global markets –the
increased globalization of the economy,
coupled with enhanced methods for
quickly interacting with customers, has
created a new set of challenges for
business

16. Using project management, successful
organizations of the future will recognize
and learn to rapidly exploit the prospects
offered by a global business environment
5.An economic period marked by inflation
companies can’t continue to increase profit
margins through simply raising prices for
their products or services. As a tool
designed to realize such goals as internal
efficiency, project management is also a
means to bolster profits

17. Project Life Cycle
A project life cycle refers to the stages in a
project’s development
Life cycles are important because they
demonstrate the logic that governs a
project
They also help in developing plans for
carrying out the project

18. The Four Project Phases
1.Initiation/Conceptualization–the
development of the initial goal and technical
specifications for a project. Scope of the work
is determined, necessary resources identified
and stakeholders signed on
2.Planning–all detailed specifications,
schematics, schedules and other plans are
developed. Individual pieces of the project
(work packages) are broken down into
assignments and process for completion
clearly delineated

19. 3.Execution/Implementation–the actual
“work” of the project is performed, the
system developed or the product created
and fabricated. The bulk of project team
labour is performed
4.Termination/Closeout–occurs when the
completed project is transferred to the
customer, its resources reassigned and the
project formally closed out. As specific sub
activities are completed, the project shrinks
in scope and costs decline rapidly

20. What is Project
Planning?

21. Planning is described, in general, as selecting
certain enterprise objectives and establishing
the policies, procedures and programs
necessary for achieving them
Project planning involves a series of steps
that determine how to achieve a particular
community or organizational goal or set of
related goals and this goal can be identified in
a community or a strategic plan
Planning is an iterative process that is
performed throughout the life of the project

22. Its main purpose is arrange time, cost and
resources adequately to estimate the work
needed and to effectively manage risk during
project execution
Project planning generally consists of:
Determining how to plan
Developing the scope statement
Selecting the planning team
Identifying deliverables and creating the work
breakdown structure
Identifying the activities needed to complete
those deliverables

23. Estimating the resource requirements for
the activities
Estimating time and cost for activities
Developing the schedule
Developing the budget
Risk planning
Gaining formal approval to begin work

24. What is project
management?

25. Project management is the shared set of
values, principles, processes and techniques –
the governance –which is used by the
project’s management team (not just the
project manager) to deliver a successful
project
The governance is helpful in answering five
very basic but essential questions which must
be answered, understood, documented and
agreed by the project’s authorities not merely
at the beginning of the project, but
throughout its life

26. Project management can also be defined as the
discipline of planning, organizing, securing and
managing resources to achieve specific goals
The primary challenge of project management is
to achieve all of the project goals and objectives
while honoring the preconceived constraints
Typical constraints are scope, time, and budget
The secondary—and more ambitious—challenge
is to optimize the allocation of necessary inputs
and integrate them to meet pre-defined
objectives

27. Therefore, the discipline of
project management is about
providing the tools and
techniques that enable the
project team (not just the project
manager) to organize their work
to meet these constraints

28. The 5 Basic Questions
1.Who needs to be involved in the
management of the project?
2.What must the project deliver?
3.When must it deliver?
4.How much must be invested?
5.Why is this project necessary?

29. What can one achieve
with project
management?

30. a)Complete projects on time, on budget
and on target
b)Get proven strategies for clarifying
project objectives
c)Help one avoid serious errors of omission
d)Eliminate costly mistakes
e)Address the necessary people skills for
acquiring the cooperation, support
f)Obtain necessary resources to get work
done

31. The Principles of Project
Organizational Design

32. Although every project is unique for one reason or
another , there are some common principles to
create a suitable project structure and they
include:
•A project exists within –and contributes to –a
business environment
•Projects benefit from balanced decision making
•Assign one project manager
•Identify those who are accountable for the
projects management
•Treat a project like a business

33. Project
Leadership

34. •Leadership is the ability to inspire
confidence and support among the
people who are needed to achieve
organizational goals
•It is the process by which the top
person influences the project team to
get the job done

35. A Project’s Hierarchy of Management
1.The Portfolio Management Team –
responsible for commissioning and delivering
a value adding mix of projects within a
budget, aligned with those strategic and
commercial imperatives set out for them by
the business
2.The Project Steering Group –accountable for
the true success of the project. It is
responsible for making sure that the
expectations set in the business case for the
project are met

36. 3.The Project Manager –the individual who
has been given authority to coordinate the
project on behalf of the project steering
group within constraints laid down by the
group
His / her prime responsibility is to ensure
that the project produces the required
deliverables, to the identified standard of
quality, within the specified constraints of
time and cost

37. Roles of a Project Manager
1.Acquiring project resources
2.Motivating and building teams
3.Having vision and fighting fires
4.Communicating
5.Expected to meet the approved objectives
(scope, budget and schedule)
6.Ensures the project is realistic, necessary
and well defined

38. 7.Monitoring and evaluation
8.Reporting, managing risk and control
9.Closing –declares the project
completed when all project objectives
are met
10.takes the lead in project planning to
determine the schedules

39. Characteristics of an Effective PM
a)Leads by example
b)Visionary
c)Technically competent
d)Decisive
e)A good communicator
f)A good motivator
g)Stands up to top management when necessary
h)Supports team members
i)Encourages new ideas

40. Project Monitoring
and Evaluation

41. •Monitoring represents an on-going
activity to track project progress against
planned tasks
•It aims at providing regular oversight of
the implementation of an action in terms
of input delivery, work schedules, targeted
outputs etc
•Monitoring actions must be undertaken
throughout the lifetime of the project

42. Effective monitoring needs adequate
planning, baseline data, indicators of
performance and results and practical
implementation mechanisms that include
actions such as field visits, stakeholder
meetings, documentation of project
activities & regular reporting
Project monitoring is normally carried out
by project management, staff and other
stakeholders

43. Objectives of Monitoring
a)Track and review actual project
accomplishments and results to project plans
b)Revise the project plan to reflect
accomplishments thus far, and to revise the
plan for remaining work, if needed
c)Provide visibility into progress as the project
proceeds, so that the team and management
can take corrective action early when project
performance varies significantly from original
plans

44. Deliverables of Monitoring
a)Written status reports
b)Updates to lists of action items, risks,
problems, and issues
c)Updates to the plan and schedule, to reflect
actual progress
d)Comparisons of actual costs to budgeted
costs, as well as the cost/benefit analysis
used when starting the project
e)Audit and review reports of the activities
and work products under development

45. What is project
evaluation?

46. •Project evaluation represents a systematic
and objective assessment of ongoing or
completed projects or programs in terms of
their design, implementation and results.
•Evaluation usually deals with strategic
issues such as program/project relevance,
effectiveness, efficiency (expected and
unexpected), in light of specified objectives
as well as program/project impact and
sustainability.

47. Levels of
Project
Evaluation

48. Formative or periodic evaluations of ongoing
projects are conducted to review implementation
progress, predict project’s likely effects and
highlight necessary adjustments in projects
design.
Summative or terminal evaluation -evaluation
carried out at the end of a project to provide an
overall assessment of project performance and
effects/impact, as well as to assess the extent to
which the project has succeeded in meeting their
objectives and their potential sustainability.

49. Types of Evaluations
1.Ex-ante evaluation –is the type of evaluation
undertake before the starting of the project
and IT examines the feasibility of the project
2.Concurrent/on-going evaluation –this is
undertaken during the project implementation
and its analysis the relationship between the
project outputs and its effects for the purposes
of adapting the project to changes in the
environment

50. 3.Ex-post Evaluation –this is undertaken
after the project has been
implemented, and it examine the
effectiveness of the project in
achieving its stated goals and the
types of changes resulting from the
project

51. Who carries out
the Evaluation?

52. 1.Internal/participating Evaluations –
Evaluations are conducted by the project,
program, or organizational managers
themselves. The advantages of the
internally led evaluations are that the
project staff generally feel less threatened,
the evaluations will more likely address
pertinent management questions and
consequently managers are more likely to
use the results. They are also less
expensive.

53. 2.External evaluations –These evaluations are
conducted by a neutral outside party according
to a defined scope of work. Advantages are
that they are less likely to be biased, they can
tap into the expertise and experience of the
outside evaluators and the results may be
viewed as being more credible by third parties.
3.Mixed Internal/External Evaluation –Are
conducted by a team that includes one or more
project managers and one more external
evaluation. A mixed term brings the advantages
found in both internal & external evaluators
although each advantage is not after as strong.

54. Project Reporting
It is not enough for project team members
to submit status reports to their project
managers and other stakeholders and
assume that everyone who needs to know
that information will read the reports.
There is the need therefore that the correct
information is generated and
communicated to the relevant persons

55. Reports from M&E create opportunities
for improvements in the implementation
strategies and provide important
information over time on trends and
directions for future projects
When generating a report decide on the
format, frequency and distribution of
such report

56. An organization should generate concrete
plans for a communication system i.e.
what information, when required, who
requires it, from whom it is required, how
it is required (format and level of detail)
Presentation of such information should
be clear and in easily understandable
manner by giving the necessary and
important aspects

57. A report answers the questions raised during
M&E, hence it must depict the situation as it is
and indicated by analyzed data
It must therefore describe the projects and the
steps in either M or E, explain the procedures
used, present findings and conclusions of the
report
Monitoring reports are written to exhibit the
process of project activities. All the executed
activities must be recorded and they form a
basis for the monitoring report

58. The End
Thank You