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Project
Implementation andmanagement
Module 5 Session 7
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Summary
This session covers the aspects of project
implementation and management from
activation onwards, including factors that affect
project implementation.Project management as a concept is
considered.
The characteristic of a good project managerare discussed.
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Contents
!ntroduction to Project !mplementation
Project "ctivation
Project #peration
"pproaches to Project !mplementation
Project !mplementation Plan
$actors "ffecting Project !mplementation
Project Management %efined"spects of Project Management
&haracteristics of a good Project Manager
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Project Implementation
Process where() *project inputs areconverted to project outputs+. Ma) (e looedat as-
Putting in action the activities of the project. Putting into practice what was proposed in
the project document i.e. transforming the
project proposal into the actual project./ Management of the project or e0ecuting theproject intentions.
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Project Implementation (cont.)
!mplementation usuall) done () implementingagencyorganiation/ that prepared the projectand received funding for it.
#ther organiations that participate in theimplementation of the project () wa) of colla(oration, sa) () according good
woring relationship, e0tending technical advice orseconding their staff to the project
are referred to as co-operating agencies.
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Project Implementation phase
involves:
Project activation, andProject operation
Project activation This means maing arrangements to have the project
started. !t involves coordination and allocation ofresources to mae project operational.
Project operation This is practical management of a project. 3ere, project
inputs are transformed into outputs to achieveimmediate o(jectives.
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Project operation and
maintenance
Operation and maintenance
To attain value and ma0imum returns, the
district4municipalit) or the (eneficiaries organiefor the facilit) to have the project properl)managed and maintained regularl).
"n operation and maintenance manual is
prepared () the contractor and handed to thedistrict 4 (eneficiaries.
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Approaches to project
implementation
op-do!n approach !mplementation mainl) done () agencies from outside
the communit) with limited involvement () the
(eneficiaries."ottom-up approach 6eneficiaries implement the project. #utside agencies
ma) provide the financial resources and technical
assistance.Colla#orative participatory approach 6oth topdown and (ottomup approaches to project
implementation are applied in the process.
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Project implementation plan
(PIP)
!f P!P not carried out during the projectdesign process and em(odied in the
project documents, it is carried out at theproject activation stage.
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Project implementation plan
includes:
a) he project implementation schedule
This is concerned with-
:hat activities can produce e0pected
project outputs;
:hat is the se
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Project implementation plan
includes:
The following methods ma) (e used to
answer the a(ove et wor
anal)sis
Project ?valuation and @eview Techni
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$hat is a %A& Chart'
The =antt chart is also referred to as the
progress chart.
!t is a chart showing the timing of projectactivities using horiontal (ars.
!t is one of the techni
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o! to determine a %A& chart
%etermine the parts or implementationphases of the project and the se
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o! to construct a %A& chart
Time represented on the horiontal a0is, and
activities on the vertical a0is.
6ars are entered to indicate the time periodallocated for each activit) and the state of
progress at an) particular point in time.
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?0ample- Maie farming project
Activity
Mareting
Threshing
3arvesting
:eeding
Planting
Preparing seed(ed
B $ M " M B B " S # > %
Time period/ months
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he Simple ormat
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Practical
%evelop
a =antt chart
Simple $ormatproject implementation schedules in relationto the identified projects in the projectidentification session.
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Project implementation plan
(cont.)
#)he role o* the implementing agency
The specific responsi(ilities of the e) staff
during project implementation andmonitoring are outlined.
c) "ene*iciary participation The involvement of the (eneficiaries in
planning and implementation and what ise0pected of them is spelt out.
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Project implementation plan
(cont.)
d) Organi+ational structure and sta**ing
3ere the following are sought- Project structure for purposes of management Cualifications and sills for the staff Bo( descriptions and specifications for the staff Technical assistance if needed
e) inancial managementThis loos at funds management, accounting period,financial reports and statements and how often the)will (e made;
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Project implementation plan
(cont.)
*) ,eporting system
This loos at who will (e reporting to whom and howoften. There is need to design standard reporting
formats.g)Sustaina#ility
The concept of sustaina(ilit) is (ased on (elief thatproject should result in (enefits that have lasting effect.
Project should (e sustained (e)ond the life of funding especiall) if it is a grant.
Project should not e0haust the availa(le resources lieraw materials and la(or.
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Project implementation plan
(cont.)
ime control and remedial action
Time taen to implement project activities is one
measure of successfulness of supervision or
monitoring of project implementation.
Supervisor pa)s particular attention to time
control measures, time scheduling and its
supervision, time e0tension and postponement,damages for noncompletion and defect or
warrant) period.
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Project implementation plan
(cont.)
Supervision o* implementation o* projectschedule
This involves a set of checs and (alances toensure that the schedule is (eing adhered to.
To ensure that the time schedule is (eing adheredto, the project activit) time listing can (e of great
importance.
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Project Activity ime isting
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Practical
Dsing the Project "ctivit) Time Aisting,develop a Project "ctivit) Time Aisting ta(lein relation to the !dentified project in projectidentification session, and fill it in.
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actors a**ecting project
implementation
actors that lead tosuccess o* projects
Political &ommitment Simplicit) of %esign &areful preparation
=ood management !nvolvement of
(eneficiaries4communit)
actors and pro#lems
that lead to *ailure o*projects
$inancial Pro(lems
Management pro(lems
Technical pro(lems
Political pro(lems
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actors a**ecting project
implementation
Other typical implementation pro#lems
Poor scheduling of projects leading to dela)s in
Poor scheduling of projects leading to dela)s in
implementation. Misallocation of funds
%ela) and sometimes lac of counterpart funding
Aac of accounta(ilit) and transparenc)
6ureaucrac) in decisionmaing.
Selfishness4nepotism4favoritism () some project
managers.
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actors a**ecting project
implementation
Other typical implementation pro#lems (cont.)
:ea monitoring s)stems
>atural calamities lie drought, earth
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Project management
anagement may #e de*ined as/
=etting things done from the availa(le resources,
the wa) )ou want them to (e done.
Project management de*ined
Project Management is an allem(racing term
covering the management of ever) detail of aproject Project c)cle/ and ma) (e defined as,
*the process of planning and directing a project
from its inception to its final completion+.
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Project management (cont.)
Project management decisions a necessar) function for
setting up a project. !t is concerned with-
$orecasting
Setting o(jectives Polic) maing
Planning - determines success4failure of project. !t has
three / main aspects-
Programming Scheduling and
6udgeting
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Project management (cont.)
Project control To control is to compare actualwith planned achievements and tae action to correct
an) adverse deviations. !t involves-
Plans of Operation These are the result of the planning process of Project
management.
Review and Updating
@eview is necessar) to determine whether the project isproceeding according to plan or not. Dpdating is recording the
state of the project as shown () the reviews, or of maing
amendments.
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Project management (cont.)
Project Action :hen review has shown aproject to (e deviating from plan, action is
re
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" good project manager should-
have woring nowledge in several fields
(e a(le to understand general managerialpro(lems
have active interest in training anddeveloping su(ordinates
(e a(le to delegate some tass tosu(ordinates
Characteristics o* a good
project manager
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" good project manager should-
now the project and understand its o(jectives
now the s)stematic process for managingprojects
(e a(le to answer the following