program or project management process report
TRANSCRIPT
Programme/Project Management Process
By Danes Ganancial
Project Management
proj· ect (noun) - refers to a specific plan or design; a planned undertaking.
man· age· ment (noun) - is the act or art of managing: the conducting or supervising of something; judicious use of means to accomplish an end.
man· age (verb) - to handle or direct with a degree of skill; to work upon or try to alter for a purpose; to achieve one's purpose
What is project management?
Project Management
Project: “A project is a temporary endeavor undertaken to create a unique product, service, or result.”
Project Management: “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”
The body of knowledge concerned with principles, techniques, and tools used in planning, control, monitoring, and review of projects.
PMP, Project Management Professional: “the profession’s most globally recognized and respected credential”
What is program management?
Program Management
Program: “a group of related projects managed in a
coordinated way to obtain benefits and control not available
from managing them individually.”
Program Management: “the centralized management of a
program to achieve the program’s strategic benefits and
objectives.”
Process of managing multiple related projects at once.
Where project management is often used to describe one project,
program management involves multiple projects that are all
related and working toward the same goal or result.
Program Management or Programme Management Process
is the process of managing several related projects, often with the intention of improving an organization's performance.
Key elements of the project management framework, include project stakeholders, the project management knowledge areas, common tools and techniques, and project success factors.
Project characteristic
Beginning and End
Agreed, well defined outputs and outcomes
Balance between time, cost and quality
Interrelated tasks grouped into phases
Temporary, often multidisciplinary project team brought together for the project
Might entail involvement of people from other units or organizations
The Project Manager has its role and function ...
Roles and Function
Steward
Researcher
Planner
Recruiter/organizer/motivator
Director/coordinator/delegator
Monitor/evaluator/documentor
Steward
The primary role of a development manager is to maintain the harmonious relationship between human, resource and environment. He/she should not sacrifice this delicate philosophy for profit. Recent incidents on environmental pollution that have caused debilitating sickness and death to thousands of people and other living things have been blamed on managers.
Researcher
As a researcher, the development manger is expected to oversee the research activities involved in carrying out the project. The immediate responsibility of a development manger is to manage the conduct of the feasibility or baseline study needed in planning a project.
Planner
As a planner, the development manager is expected to directly manage the operationalization of the project document. This means identifying the key indicators for each key factor found in the objectives, outputs, activities and inputs presented in the project document. This also requires determining the target beneficiaries at all levels.
Recruiter/organizer/motivator
The development manager is expected to recruit new staff with the desired skill, or to assign existing qualified staff to certain project activities. At the same time, the development manger should organize the staff into work teams and to see to it that the other resources or inputs for the implementation process are ready for mobilization. Besides, a development manger should motivate the project staff to work and to experience self-fulfillment, a key to project commitment.
Director/coordinator/delegator
The development manager should be able to clearly direct project staff in following the plan. He/she should also coordinate with partner organizations in carrying out promptly their respective plans. When needed, he/she should delegate appropriate activities to competent staff.
Monitor/evaluator/documentor
The development manager should be able to direct the M&E staff in carrying out tasked efficiently and effectively. The same manger should be able to show the staff that he/she makes use of hard data for policy-making, planning, and decision-making. He/she should also document the valuable development process.
Project management technically covers
the following steps found in the management of programmes.
① Project formulation
② Project review and approval
③ Project implementation
④ Project monitoring, evaluation and reporting
① Project formulation
The first step in formulating a project is to define the broad outcomes that are expected to be completed by the time the project ends.
These outcomes should be aspirational but also realistic. They should also be clear and concise. Once identified, the specific outputs and activities to achieve the outcomes must be defined.
① Project formulation
The outputs and activities are the details of how the outcomes will be achieved. The project document should also include indicators – both baseline and aspirational – to allow for the monitoring and evaluation of the project and to measure results.
The document should include a clear description of how the project will be implemented, including management arrangements, costs, strategy and required inputs.
① Project formulation
The project should plan for annual work plans that define the activities that will take on an annual basis to advance the achievement of the overall outcomes.
Many projects employ full time technical staff that has experience and expertise to implement such projects and to build the capacity of staff.
② Project Review and Approval
Just as tracking and monitoring are critical to controlling a project, so too is reviewing. One of the major causes of a project getting off track is the lack of attention to:
Formal and consistent project reviews Setting up and using informal
assessment methods.
② Project Review and Approval
The focus of project reviews is to ensure that information is being shared and communicated. Where tracking and monitoring focused on the process of measuring actual project performance to the baseline, reviewing focuses on sharing that data and other related information with the project team and stakeholders throughout the project.
② Project Review and Approval
As in all other areas of project management, the review process needs to be tailored to the specific project. There is no formula for defining the type and frequency of project reviews.
However, there are some minimum activities that should be performed, such as:
Status meetings should be held and attended by project team members responsible for key project organization and deliverables;
Executive Reviews - as needed;
Team meetings - as needed;
Independent Reviews - as needed, will depend on the size of the project and the risk. However, each organization is encouraged to develop its own schedules and standards for quality reviews;
Technical Reviews - are driven by the life cycle being used and the particular stage of the project. For example, during system design, the reviews are concerned with the stage of the design and detailed design reviews, possible design walkthroughs, and peer reviews.
② Project Review and Approval
Project Quality management ensures that there is adequate review of project deliverables at phase completion.
Approval is a formalized process ensuring that the appropriate levels of testing and review have been completed.
The process of ensuring that appropriate approvals are obtained is part of the management function and is not strictly a technical function.
② Project Review and Approval
The approval process ensures that each project phase and associated deliverables is successfully completed before beginning subsequent phases.
Management gets a comprehensive view of the current project status.
Information necessary to ensure that deliverables satisfy the specific business needs of the state organization is also received.
Project approval also allows management to reassess the direction of the project, as necessary, and to provide project-planning updates, as required.
② Project Review and Approval
There are typically three types of approval processes. Approvals discussed in this section occur during the execution stage and include:
Project Plan and Plan Changes, at the beginning and after changes to the baseline;
Phase Reviews, at the end of each phase;
Deliverable Reviews, as they are completed and at the end of the project.
③ Project Implementation
Process whereby “project inputs are converted to project outputs”. May be looked at 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.) and
Management of the project or executing the project intentions.
③ Project Implementation
Implementation usually done by implementing agency (organization) that prepared the project and received funding for it.
Other organizations that participate in the implementation of the project by way of collaboration, say by according good working relationship, extending technical advice or seconding their staff to the project are referred to as co-operating agencies.
③ Project Implementation
Project Implementation phase involves:
Project activation - means making arrangements to have the project started. It involves coordination and allocation of resources to make project operational.
Project operation - is practical management of a project. Here, project inputs are transformed into outputs to achieve immediate objectives.
④ Monitoring and Evaluation
Establishing project indicators and monitoring systems from the start of a programme is the best way to attain accurate measurements of the results of development programmes.
Monitoring can also be relatively cost-effective if it is integrated into technical cooperation strategies throughout the period of project implementation.
④ Monitoring and Evaluation
Effective monitoring includes the use of various tools that can measure the impact and success of activities and outputs as they progress.
This can include surveys of participants, exit interviews, and informal feedback sessions with project teams and staff.
On an annual basis there should be a more formal process of dialogue amongst project staff and leaders.
Formal and independent evaluations should take place at the mid-point of the life of a project and at the end of the project term.
Gaps in Project Management
Gaps in Project Management
Inadequate operationalization of the project objectives, outputs, activities and inputs.
Lack of appropriate monitoring and evaluation system and tools before the start of the implementation process.
These two glaring gaps should be filled up by the newly appointed project manager/national project director/coordinator.
Filling Up the Gaps
Operationalize the project document by identifying the key factors in the four basic elements (objectives, outputs, activities and inputs) found in the project document.
Develop with the key staff the M&E system and tools for project.
The approach to – and the process in developing the M&E tools are explained in chapter 8. The action planning is carefully explained in Chapter 10.
Project Management Process
The logical steps in project management are:
Project Management Process
1. Study carefully the project document and identify specifically the following:
Development and immediate objectives, as well as the expected effects and impacts of project
Outputs under each immediate objective
Activities under each output
Inputs needed for each activity
Outcomes at end of project
Strategy to achieve outcomes
Problems and causes that justify the project
Proposed solution which is the project itself
Benefits of the project to the organization and/on beneficiaries
Objectives, which cover both the development and immediate ones
Preparation of workplan showing the immediate objectives, activities, date of implementation, venue, output, and person responsible for each activity and output.
2. Prepare a brief and simplified version of the project document including the corresponding forms and visual or audio-visual aids in preparation for a participatory workshop. Focus on the following:
At least one team leader and one staff member of each team
Key staff of partner organization(s)
Some leaders or target beneficiaries
The participants in the workshop should constitute the project’s major stakeholders.
3. Schedule a review, operation, monitoring and evaluation workshop, and invite about 20-25 people composed of the following:
Action plan
Physical and financial monitoring form
KFIQ matrix (Key Factor Indicator Questionnaire)
Focus evaluation questionnaire
4. Conduct the workshop using the planning forms. Be sure to let the participants produce the following outputs:
Directing the staff
Coordinating the partner organizations
Delegating selected activities to competent staff
5. Manage the implementation process. This is done by:
6. Provide support to staff who lag behind and motive staff on continuing basis to sustain their high productivity and commitment.
7. Conduct at least a monthly meeting among key project staff and representatives of partner organizations to remind them about the workplan and the action plan.
Monitor the outputs and inputs of the various activities by using the monitoring forms produced in No. 4 (Action plan, Physical and financial monitoring form, KFIQ matrix and Focus evaluation questionnaire)
Evaluate the effects of some activities such as training
Conduct mid-term internal evaluation
Conduct both internal and external evaluation
8. Monitor and evaluate the project implementation.
9. Prepare periodic reports on the results of the monitoring and/or evaluation activities.
10.Provide copies of report to the funding agency, partner organizations and team leaders of the project work teams.
11.Use data monitoring and evaluation in policy-making, planning, and decision-making.
12. Conduct annual review and operation planning workshop.
Project Management Vs. Program Management
Area Project Management Program Management
Focus Single objective Business strategy
Scope Narrow Wide-ranging, cross-
functional
Benefits Determined in advance
Accrue after completion
Used to make decisions
Accrue during the
programme
Deliverables Few, clearly defined Many, many initially
undefined
Timescale Clearly defined Loosely defined
Change To be avoided Regarded as inevitable
Success Factors Time, budget, specification Mission, cash-flow, ROI
(Return on Investment)
Plan Specific, detailed, bounded High-level and evolving
Why…
Why Program Management
A management framework that
focuses on business change objectives
Effective management of the Business Case to achieve the vision
Link strategies
and projects
Manage and control cost Better
understanding of overall risks
Co-ordination and control of the
complex range of activities
Formal process for identifying, managing,
realizing and measuring benefits
Projects prioritized and integrated,
providing an effective use of scarce
resources
Clear responsibilities for
preparing for implementing
business change
Program vs. Project Manager
Program Manager Project Manager
o Plans program-level activities and schedule of projects
o Plans a project given the dependencies and interfaces defined by the Program Manager
o Defines TOR (Terms Of Reference) for projects
o Works within the defined TOR (Terms Of Reference)
o Starts, stops and monitors progress of constituent projects
o Runs a project, reporting to the Program Manager
o Manages program level risks and issues. Delegates risks to projects
o Manages project risks and issues, escalating to the Program Manager wherever necessary
o Sets policies and procedures for projects
o Runs project according to policies and procedures
o Resolves resource conflicts o Uses assigned resources
o Determines program standards o Delivers products to the defined standards
Project Management Tools
Project Component
Project Management Cycle
Project Identification
Option appraisal
Is there an identified need for this project?
- Look for good entry points
What is the main objective of this project?
What are the specific benefits of the project?
Are there potential conflicts between this project and other current projects?
Will the project receive the support it requires?
If it is successful-will the benefits be measurable?
Do we have (even rough/estimated) delivery dates and a budget for it?
What are the risks for failure?
Scoping the Project
Gives clarity of the boundaries, objectives and success criteria of the project
Consultation with relevant stakeholders upfront
Assemble the Project Team
Project Team
Project Manager
Project Board/Steering Group Members
Team Members
Stakeholder Identification and Analysis
Stakeholders
Individual/s, groups, institutions or firms that may have a relationship with the project
They may – directly or indirectly, positively or negatively – affect or be affected by the process and the outcomes of the project
Relevant Stakeholders
Beneficiaries (impact level)
- Benefit from the implementation of the project
Target group/s (outcome level)
- Group/entity who will be immediately and positively affected by the project
Project Partners (output level)
- Those who help to implement the project
Target groups
Tool: Stakeholder Analysis
Who should contribute
Who is the target group?
Who are the beneficiaries?
Who are the project partners?
Where assets and barriers might be
Who might have a positive/negative impact on the project?
Actions to be taken before detailed planning
Manage expectations
Tool: Stakeholder Analysis - Managing expectations
Project Finance
Risk Management
Risks
Scope related risks: Risk that the project will not meet its specifications (quality, quantity)
Schedule related risks: The project will not meet its deadlines
Cost related risks: Risks of exceeding the specified budget
Tool: Risk Assessment Matrix
Tool: Risk Management Plan
Milestone
Important, clearly defined events in the course of a project
End of a task Decision taken End of a project phase
Represent the project progress
Should take place on a specific date
Crucial to the success of the project
Tool: Milestone Chart
Tool: Milestone Report
Tool: Critical Path Analysis
Tool: Gantt Charts
The Project Document
Tool: Project Definition form
Tool: Checklist
þ What is the rationale for the project?
þ Are the project objectives clear and unambiguous?
þ What actions need to be done?
þ When are those actions going to be done?
þ Who is going to do them?
þ What resources are required?
þ What is not going to be done?
þ Are outputs and outcome measurable?
þ If so what measures should be used?
þ Is everything feasible and realistic?
THANK YOU.