Module 7: Project Execution

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 in this curriculum.

Module 7 – Learning ObjectivesUpon completion of this module, participants

will be able to:– Identify required process for implementing and directing

activities.– Implement methods for acquiring resources.– Assess the skills and experience of required resources

– Identify additional training required for project resources.

– Implement a communications plan

– Develop selection criteria for vendors/sellers

Delta River Project - ExecutionThe project is outstanding! Work is being implemented through 20 community groups who are effectively reaching 10,000 residents of 10 neighborhoods. The community groups are enthusiastically engaged and are virtually 100% self-reliant. They find their own sanitation volunteers who promote the project and identify families interested in installing latrines. In a community where latrine coverage is only about 10-20%, neighborhoods where community groups are active have seen access to hygienic sanitation facilities increase as high as 50% in just the first 10 mos. Furthermore, a recent visit found that the membership AND leadership of community groups are gender balanced and women not only actively participated, but actively debated issues of fundamental concern to the group – a sign of real empowerment given the traditional gender roles in the area. The relationship with the implementing NGO is strong; their staff is very excited about and committed to the project, and implementation is proceeding according to the Activity Schedule. Josephine (the Project Manager) meets regularly with her partners to review progress, but they always end up focusing on programmatic aspects. They just never have time to look at the finance or administrative details. And to tell the truth, they find these details quite boring! Monitoring shows that the project’s objectives are well on track, and everyone is excited because there is great potential for a new round of funding from this donor. Twelve months before the end of the project, however, problems emerge. The implementing NGO complains that they’ve run out of money and can’t continue implementing. Josephine immediately goes to see her organization’s finance manager. He complains that he has been raising warnings for months but she hasn’t listened. He explains that the partner has never submitted any financial reports and, thus, no further advances can be issued. Josephine schedules a meeting with the implementing NGO to resolve this problem, but as they discuss, even more problems emerge. Josephine realizes that the implementing NGO is very weak (both in capacity and systems) in areas of finance/administration. They have exceeded the agreed-upon budget for activity costs – even purchasing a motorcycle that was not planned for in the budget. As a result, there are shortages in cash flow that might prevent them from covering payroll. The implementing NGO, in turn, complains that they had not been received status reports on the finances of the project, and that they were working without adequate information.

Elements of Project Execution

Integration • Direct and Manage Project Implementation

Scope

Time

Cost

Quality • Perform Quality Assurance

Human Resource Management

• Acquire Project Team• Develop Project Team

Communication • Information Distribution

Risk

Procurement • Request Seller Responses• Select Sellers

– by Knowledge Area

Direct and Manage Project Execution

• INTEGRATION management is the key• Processes/procedures become tactical • Alter processes/procedures as project matures • Actively identify/manage risks and issues• Identify, authorize and document change

requests (next module)

Issues Log

Quality Planning

• “Identifying which quality standards are relevant to the project and determining how to satisfy them.”

• Plan in quality, do not inspect it in.• Comply with organization’s quality policy.• Reduce the cost of quality.• Establish measurement standards.

Continuous Quality Improvement

Quality Assurance – Tools and Techniques

– Quality Audits– Process Analyses– Process Improvement Plans– Other?

Acquire Project Team

• Who will perform the work to satisfy project deliverables?

• What requirements should be considered?• Resource Plan and Schedule identifies who

and when.• What tools are available to acquire the

project team?

Human Resources Checklist

• Who and when are the resources available?• What skills do they possess?• What is their past experience?• What is their vested interest?• Will there be a cost involved and if so, how much?• Where will the team members work, live?• What is the reporting hierarchy?

Acquire Project Team

• Compliance with Local Laws• Considerations– Labor Laws– Regulatory Requirements– Ethical decisions– Cultural limitations– Local traditions (Holidays, religion, processes)

Identify Roles and AccountabilityResponsible

Responsible for performing a task

Task

Task

Task

Task

Task

AccountablePerson accountable for the task being complete (might be the same as responsible)

ConsultedPeople communicated with prior for input and opinions

InformedParties notified after a task is performed.

Develop Project Team• Team Skill Development

– General Management Skills• (Organizing, communication, people skills)

– Training (cross training, OJT)– Set ground rules (boundaries, limits)– Recognition and rewards

• Results in increased team performance.• Inventory Skills

– Interviews– Resumes– Referrals– Hands-on testing

SWOT – Organizational AnalysisFishing Cooperatives capacity to represent member interests and manage change

Spider DiagramsVisually charting the organizational capacity of the Environment Protection Agency

Communications

• Establish infrastructure• Define communications needs• Determine compliance need• Identify information content• Keep project team informed!!

• Create collaboration space• Identify security requirements• Create information repository• Determine distribution channels• Evaluate training needs to

disburse information.

Communications / Reporting Process

Use an Issue Log for open issues !!

Reporting Plan

An example of a reporting plan for the multi-agency C-Safe project in southern Africa.

Implement the Procurement Plan

Establish a Seller Response Process

1. Define seller response steps.2. Define seller response dates.3. Define seller response format.4. Identify supporting documents5. Use a Request for Proposal

Request for Proposal

• Formal document to solicit responses from potential vendors.• May not be necessary or it may be inappropriate for the

country.• Project Manager should understand the laws and customs of

the country.• Project Manager advised to check with the relief agency to

ensure that this form is appropriate.

RFP Template

Select Sellers

Letter of Agreement