Project Management for

International Development

We would like to acknowledge the support of the Project Management Institute and the International Institute for Learning, Inc. for permitting the

use of their intellectual property within this curriculum.

Who Are We and Why Are We Here

Eric Berg – Executive Director of LINGOs a consortium of 34 international NGOs

Eric Verzuh – President and Founder of The Versatile Comp. – leading NW project management training and consulting firm

The Wisdom of Crowds

Diversity of opinion - Each person should have private information even if it's just an eccentric interpretation of the known facts.Independence - People's opinions aren't determined by the opinions of those around them. Decentralization - People are able to specialize and draw on local knowledge. Aggregation - Some mechanism exists for turning private judgments into a collective decision.

Cognition - Market judgmentsCoordination – utilization optimizationCooperation – Networks of trust

Course Title and ClarificationsPB AF 531 Development Management in the 21st Century (3) Addresses organization, administration and evaluation in governmental and non-governmental agencies involved in development efforts. Students examine development strategies, alternative management approaches, and management skills such as budgeting, finance, human resource development and program evaluation. Other topics include communication, expatriate/local power imbalances, decentralization, community involvement, culture, and personnel issues.

Course Objectives• Describe the roles and responsibilities of project managers

across the Project Life Cycle• Employ tools for 4-levels of project analysis• Describe and Develop a Logical Framework Matrix• Explain the steps of project initiation and planning• Identify and Manage Project Scope• Use tools to accurately estimate project time, resources

and cost.• Manage, monitor and control the project against the

baseline• Close out a project effectively

Why Project Management

Combined Budgets Working Group $6.58 Billion Combined Program Budgets $5.92 Billion Combined Project Budgets $4.74 Billion

Total Direct Employees Over 75,000Estimated Number of Project Managers Over 15,000

Number of Countries 125 +

A 1% improvement produces the equivalent of $47 million for beneficiary impact

Baselining

How many have:Managed a projectTaken a Project Management

CourseWorked for an NGO or Public

SectorCreated a LogFrameHad LogFrames included in a

courseWorked outside the US

Need a good grade in this class

Are going to hear the Dalai Lama next week

Reference Books

PMBoK Guide

FastForwardMBA in

Project Management

Group Presentation

Select a ProjectMust impact the poor or the

environment in Puget Sound AreaNot less than 6 months or more than 1 yearBudget of $250,000Can be:

an event, a curriculum, a program, an advocacy, etc,

Groups of 5 +/-

Group Presentation (June 2nd)Required for Presentation

Project Summary ChartStake Holder AnalysisLogFrame/Results Framework

Supporting DocumentationStatement of WorkList Of StakeholdersResponsibility MatrixDetailed Project Plan (including)

Work Breakdown StructureNetwork DiagramSchedule

Last Week Summary (Chapter 5)

Risk Response Alternatives

Accept the riskAvoid the riskMonitor and have contingency planTransfer the riskMitigate the risk

Project Management Organizations

PMI - Largest Professional Organization for Project Managers (200,000+)

Association for Project Managers – primarily European (15,000+)

International Project Manager Association – a network of PM societies

Major CertificationsCAPM – Diploma and 1500 hours or 23 contact hours of training plus exam

PMP – Degree or Diploma and 4500 to 7500 hours of direct project management experience plus 35 contact hours plus exam

Prince 2 – primarily UK/EU requires two exams

What is a project?

A temporary endeavor undertaken to create a unique product or service.

CAN YOU GUESS…

What percentage of all projects SUCCEED, which is defined as projects that were on/under budget AND on/under schedule AND the scope was completed)?

What percentage of projects FAIL, which is defined projects that were abandoned or cancelled mid-stream)?

Project Outcomes History 1994-2000

Successful - on time, on budget, with all features and functions initially specified.

Failed - cancelled before completion or never implemented.

Challenged projects were completed and operational, but over-budget, over the

time estimate, and with fewer features.

Standish Group - 2001

Why Projects Fail

• Lack of participation• Incomplete User

Requirements

Standish Group Internation, 1995

Project Management

The planning, organizing, scheduling, leading, communicating and controlling of

work activities to achieve a pre-defined outcome on time and within budget.

The Triple Constraint

Project Life Cycle

Conceptual Design

Initiating Processes

Planning Processes

Executing Processes

Closing Processes

Adapted from PMBOK Guide – Third Edition, p. 40

Monitoring and Controlling

9 Knowledge Areas

Making the Connection

The Project Manager Challenge

The challenge of being a project manager is getting other people to do what your project needs, often with limited authority. It’s a complex job that requires multiple skill sets.

TechnicalBusiness

Project Mgmt.

Sector Specific Knowledge (i.e. health, emergency response,

agriculture, etc.)

The discipline of Project Management covered in

this course

General Business skills including interpersonal, communication, finance,

negotiating, etc

Project Manager Skill Sets

Business

Technical

Project Management

Project Managers Skill Sets

Business

Technical

Project Management

Project Managers Skill Sets

Process Group Interaction

Portfolio, Programs and Projects

Project vs. Program

Project - “A temporary endeavor undertaken to create a unique product, service or result.” PMBOK Guide – Third Edition, p. 5

Program - “A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. Programs may include elements of related work outside of the scope of the discrete projects in the program.” PMBOK Guide – Third Edition, p. 16