Why Project Planning ?History of Project ManagementMeaning of a ProjectTypes of ProjectsDefinition of a ProjectAdvantages of project based approachWhat happens if the project consciousness is not there?Planning & Project PlanningProject PlanCharacteristics of a projectElements of a ProjectProject ObjectivesProject Plan componentsWhat are the differences between projects and operations

(regular administration) ?What is Project Management?Definition of Project ManagementProject Management Tools .. activitiesWhat is a successful project?Problem & Objective Analysis Project Life Cycle Phases

Conception Phase Definition Phase Programming / organizing PhaseImplementation PhaseTermination Phase

Project Sustainability

Why Project Planning ? • One Of the most important administrative developments in the

developed as well as in developing countries has been the initiation and growth of a large number of new programs/projects in every field like agriculture, irrigation, industry, community development, health & social welfare etc.. The principle aims and objectives of all these programs have been to bring about overall changes in the existing socio-economic structure in the country providing thereby dignified way of life to a citizen as a unit and socio-economic upliftment of the society.

• So most of the administrators are directly concerned with the program / project administration than other activities. The capability of administrative system to formulate and implement, relevant and in viable programs effectively constitutes a crucial element in the process of development. Development requires planning and planning includes a lot of programs / projects.

History of Project Management• As a discipline, Project Management developed from different fields of

application including construction, engineering, and defense. In the United States, the forefather of project management is Henry Gantt, called the father of planning and control techniques, who is famously known for his use of the "Gantt" chart as a project management tool. He was associated with Frederick Winslow Taylor's theories of scientific management and for his study of the work and management of Navy ship building. His work is the forerunner to many modern project management tools including the work breakdown structure (WBS) and resource allocation.

• The 1950s marked the beginning of the modern project management era. Again, in the United States, prior to the 1950s, projects were managed on an ad hoc basis using mostly Gantt Charts, and informal techniques and tools. At that time, two mathematical project scheduling models were developed: (1) the "Program Evaluation and Review Technique" or PERT, developed by Booz-Allen & Hamilton as part of the United States Navy's (in conjunction with the Lockheed Corporation) Polaris missile submarine program; and (2) the "Critical Path Method" (CPM) developed in a joint venture by both DuPont Corporation and Remington Rand Corporation for managing plant maintenance projects. These mathematical techniques quickly spread into many private enterprises.

Meaning of a ProjectOrigin• The word project comes from the Latin word projectum from

projicere, "to throw something forwards" which in turn comes from pro-, which denotes something that precedes the action of the next part of the word in time (paralleling the Greek πρό) and jacere, "to throw". The word "project" thus originally meant "something that comes before anything else is done". When the word was initially adopted, it referred to a plan of something, not to the act of actually carrying this plan out. Something performed in accordance with a project was called an object. This use of "project" changed in the 1950s when several techniques for project management were introduced. With this advent the word slightly changed meaning to cover both projects and objects. However in certain projects there may still exist so called objects and object leaders.

Agriculture & Rural Development Fisheries

Forestry Irrigation

Environmental Protection

Housing & Urban Development

Health & Family Planning Roads/Bridges/Ports

Marketing Public Administration

Banking & Capital Market Development

Education & Training

Power Generation

Development Project Types

Types of Projects

Example of AGRICULTURAL Projects

• PROJECT: Immediate DeliverablesIrrigation Systems Built

Irrigation Service Associations Formed

Technical Extension Services Provided

Farmers Trained

Seed, Fertilizer, Credit Provided

• PROGRAM: Sustainable Results IntendedIncreased Productivity & Production

Increased Farm Family Incomes

Increased Food Availability

Example of HEALTH Projects

• PROJECT: Immediate DeliverablesHealth Clinics/Facilities Built

Doctors & Nurses Trained & Deployed

Village-Level Health Workers Trained

Information/Education Campaigns Conducted

Drugs/Medical Supplies/Transportation Provided

• PROGRAM: Sustainable Results IntendedIncreased Usage of Health Facilities

Improved Community Health Status

Improved Capacity for Productive Work

Definition of a ProjectTo talk about project management, we first need to be sure we know what we mean by a project. Although the term is widely used, and we all think we know what it means, producing an adequate short definition is very difficult. This is because the border line between something which is a project and something which is not is rather poorly defined. We can therefore use a very general definition such as the Oxford English Dictionary which defines a project as:   Plan, scheme  This is so vague as to be unhelpful in trying to look at project management.     Alternatively we can try to make things as specific as possible. Some examples of definitions from literature on project management are:

An activity (or, usually, a number of related activities) carried out according to a plan in order to achieve a definite objective within a certain time and which will cease when the objective is achieved. 

A collection of linked activities, carried out in an organized manner, with a clearly defined start point and end point to achieve some specific results desired to satisfy some clearly defined objectives.    

A group of activities that have to be performed in a logical sequence to meet pre-set objectives outlined by the client.  It may make it easier to define if we instead list the characteristics of a project, which would include:

– a start and a finish date – a budget – activities which are essentially unique and not repetitive – roles and relationships which are subject to change and need to be developed, defined and

established – a life cycle (which we will examine later)

Definition of a Project… 2

• Programs / Projects are tools to achieve the plan goals.

E.g. Plan goal – Removal of poverty.

Plan tool – IRDP, JRY, TRYSEM etc.

• A project is an investment of resources in a package of interrelated time found activities. Thus a project becomes a time found task. A Project should have definite beginning and an end.

• A project can be defined as a scientifically evolved work plan devised to achieve specific objectives within a specific period of time.

• A project is a temporary endeavour undertaken to create a product or service

• Something with a beginning, middle and end. Something that has a clear objective and somebody responsible for it.

Something that can be measured and achieved.

Definition of a Project… 3• Work undertaken to achieve an objective• “A temporary endeavour undertaken to create a

unique product, service or result.”• Temporary

-Every project has a definite beginning and a definite end

• Unique-Projects produce things that have not been produced before

• Work involving a certain degree of uncertainty (i.e. risk)

• Work that must be progressively elaborated• Examples of projects are:

• Development of a new product or service• A planned action of social intervention• Development and execution of an advocacy campaign

Project ….explanations

- Performed by people.

- Constrained by limited resources.

- Planned, executed, and controlled.

example:

. Developing a new or service.

. Effecting a change in structure, staffing, or style of an organization.

. Designing a new transportation route.

. Developing or acquiring a new or modified information system.

. Constructing a building or facility.

. Building a water system for a community.

. Running a campaign for political office.

. Implementing a new service procedure or process.

What is a Project?

Output(Objective &

Scope)

Time(Duration)

Resource(Man power,Facilities, Money…)

• What are the requirements?

• How much the cost?

• Benefit Basis

Three Elements of Project

• Start Date

• End Date ?

• What is the Output ?

• Purpose & Scope

• Service Performance specification

Advantages of project based approach

Project based approach is particularly liked by Western business, which are characterized by a modern matrix organization and a cooperative culture. In case of authoritarian, bureaucratic organizations with rigid, hierarchical structure project based work is less popular, or does not work as expected due to the conflict between different cultures.

What happens if the project consciousness is not there?

What happens if the project consciousness is not there?

Planning & Project Planning • What is a plan? What is planning? Why should we plan at all? What benefits does it provide? How much planning we need or

don’t need? How does one plan? What are some useful planning models? What are some basic obstacles to planning? How do we confront them?

Plan and Planning:• A plan is a set of decisions made on actions to be taken to reach a goal. It is

the product of the process of planning. Planning is an active process and it is opposite of simply allowing events to unfold. A plan can be said to exist when a point in the planning process has been reached. Plan (appoint in the planning process) is coherent set of operations designed to meet a given goal. It is determined with sufficient clarity that may be acted upon.

• A plan can be a very formal document, or it can simply be the clear understanding of the actions you are going to undertake.

• Both plan and planning is a never-ending activity. Your plan will be shaped and reshaped by new forces and new information you discover as you proceed with your action. Planning involves vision, discovery, decision-making and action. It is a purposeful way of looking at the future with the intent to shape it.

Project Plan• A project plan is "A formal, approved

document used to guide both project execution and project control. The primary uses of the project plan are to document planning assumptions and decisions, facilitate communication among stakeholders, and document approved scope, cost, and schedule baselines. A project plan may be summary or detailed."

• "a statement of how and when a project's objectives are to be achieved, by showing the major products, milestones, activities and resources required on the project”.

ProjectPlanning

Project Plan. What it is and is not ?

Initiate Plan Execute Control Close

Project Plan means devising and maintaining a workable scheme to accomplish the business/ service/ development need that the project was undertaken to address.

• Project Plan is the work plan, not the work.

• Project Plan is a definition of needed work and resources

Characteristics of a project:1. Each and every project should have a package of interrelated activities. Eg. IRDP a. Identification of the poorb. Knowing their choicec. Arranging bank assetsD. Follow up / advisory activities Evaluation2. Each activity is time found3. Each and every project should have a set of objectives to be achieved. E.g. IRDP-Eradication poverty by distributing income-generating assets.E.I.P-Improving the environment in slums through providing basic amenities like drinking water, drainage, street lights, toilets and community centers etc.4. Each and every project should be operated with constraints.E.g. Eradication of poverty within a democratic framework, within a time frame, within a limited resource within the present bureaucratic setup. 5. Each and every project should specify the (clientele) target group. E.g. IRDP – Rural poor, SEPUP – Urban poor. 6. Each and every project should have well defined time sequence of investments. 7. Each and every project should have an in built arrangement to evaluate the program.

Categories of projectsBased on levels Based on time Based on the purpose Centralized Normal Experimental Decentralized Crash Pilot Partially decentralized Disaster Production / Service.

Elements of Projects• Complex, one-time processes• Limited by budget, schedule, and resources• Developed to resolve a clear goal or set of goals• Customer / Client -focused

General Project Characteristics• Ad-hoc endeavors with a clear life cycle• Building blocks in the design and execution of organizational strategies• Responsible for the newest and most improved products, services, and

organizational processes• Provide a philosophy and strategy for the management of change• Entail crossing functional and organization boundaries• Traditional management functions of planning, organizing, motivating,

directing, and controlling apply • Principal outcomes are the satisfaction of customer requirements within

technical, cost, and schedule constraints• Terminated upon successful completion

Project Objectives

• Project objectives define target status at the end of the project, reaching of which is considered necessary for the achievement of planned benefits. They can be formulated as S.M.A.R.T.

• Specific,

• Measurable (or at least evaluable) achievement,

• Achievable (recently Acceptable is used regularly as well),

• Realistic and

• Time terminated (bounded). The evaluation (measurement) occurs at the project closure.

However a continuous guard on the project progress should be kept by monitoring and evaluating.

Project Plan componentsProject Formulation:Project formulation means developing our ideas in a good shape so as to present it to decision-makers to take correct investment decisions. Thus, project formulation refers to a series of steps to be taken to convert an idea or aspiration into a feasible plan of action.

A Project Plan contains information that will help complete the project successfully. Success factors can be quickly summarized by answering the following questions:What and Why? - A project plan will contain a description of the project, what is the Vision and why the project is being executed. Who? - Who will be involved and what will be their responsibilities within the project When? - When will the project happen and also major milestones How? - How the project will be executed, meaning how it will be executed and controlled. Normally this information refers mostly to the controlling of the project as the detailed project actions will be detailed in other documents such as the IT plan, the Procurement plan, the Construction plan, etc.

What are the differences between projects and operations (regular administration) ?

– Characteristics of Operations• Ongoing – Continuous cycle• Repetitive – Expected inputs and outputs

– Characteristics of Projects• Temporary – Definitive beginning and end• Unique – New undertaking, unfamiliar ground

Project

Take place outside the process world

Unique and separate from normal organization work

Operations

Ongoing, day-to-day activities

Use existing systems, properties, and capabilities

A project is a unique venture with a beginning and an end, conducted by people A project is a unique venture with a beginning and an end, conducted by people to meet established goals within parameters of cost, schedule and quality.to meet established goals within parameters of cost, schedule and quality.

1. Repeat process or product2. Several objectives3. On-going4. People are homogeneous5. Systems in place 6. Performance, cost, & time known7. Part of the line organization8. Bastions of established practice9. Supports status quo

1. New process or product2. One objective3. One shot – limited life4. More heterogeneous5. Systems must be created6. Performance, cost & time less

certain7. Outside of line organization8. Violates established practice9. Upsets status quo

The difference between Project and Organizational Management

•     Of course there are many similarities between project and organizational management, but the nature of projects means that there are some differences of approach as well. These include:– the lack of permanence of staff: people might be employed

on a temporary basis or as consultants – the lack of permanence of roles of staff: people involved in

the project may play very different roles at different times; the hierarchy is not so clearly set

•     These two points mean that management of people and personal skills are very important. Too often project management is seen as a purely technical subject connected with planning techniques: to be effective skills in dealing with people are just as important.

What is Project Management?• Project Management is the application of skills,

knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project– The purpose of project management is prediction

and prevention, NOT recognition and reaction– Effective Management of the Triple Constraints

(Time, Cost, Goals)• Requirements – Needs Identified or Unidentified

Expectations• Cost/Resources – People, Money, Tools• Schedule/Time

Definition of Project ManagementOne definition of project management could be:

Project Management is a dynamic process, conducted within a defined set of constraints, that organises and utilises appropriate resources in a controlled and structured manner in order to achieve some clearly defined objectives.

Making the project happen.    As with projects, it may be clearer to define some of the characteristics of project management, rather than trying to make a single definition. Project management should be:

– objectives-orientated – change-orientated – multi-disciplined – innovative (seeking new ideas and solving new problems) – control-orientated (to ensure it actually finishes) – performance-orientated – flexible (quickly adapted to changes)

This requires a wide variety of management and personal skills,

Management of TimeEnsuring that the

Project completes its

work on time

Scheduling use of

resources

Rescheduling the

project in the light

of experience Predicting problems

Before they arise

Management of PeopleEnsuring that people are

available at the right time

Ensuring that personnel know

their roles and can perform their

functions properly

Managing people’s expectations

Resolving conflicts between

people

Changing people’s roles in the

light of experience

Management of Other ResourcesEnsuring that appropriate resources

are allocated

Ensuring that the appropriate

resources are available at the right time

Reallocating resources in the light of

experience

Tailoring activities to limited

resources

Making maximum impact with

available resources

Key areas to consider when looking at project management are management of time, people, and other resources. In general terms, these activities can be described as follows:

Project Planning & ManagementProject Management in the context of projects

involves: • organizing the work, • deciding who does what, when, how and for whom, • determining the resources required, • allocating responsibility • communicating among all those involved in a project,• coordinating activities and people involved, • controlling progress, • estimating term of completion and handling

unexpected events and changes.

Project Management Tools• Financial Tools • Cause and Effect Charts • PRA - Participatory Rural Appraisal - Participatory Impact

Pathways Analysis (An approach for developing common understanding and consensus amongst project participants and stakeholders as to how the project will achieve its goal)

• Program Evaluation and Review Technique (PERT)• Gantt Charts • Logical framework Analysis (LFA)• Event Chain Diagrams • Force Field Analysis.• Delphi technique.• Nominal Group Technique.• Project management software

Project Management activities

• Project Management is composed of several different types of activities such as:• Planning the work or objectives • Analysis & design of objectives and events • Assessing and controlling risk (or Risk Management) • Estimating resources • Allocation of resources • Organizing the work • Acquiring human and material resources • Assigning tasks • Directing activities • Controlling project execution • Tracking and reporting progress • Analyzing the results based on the facts achieved • Forecasting future trends in the project • Quality Management • Issues management • Issue solving • Defect prevention • Identifying, managing & controlling changes • Project closure • Communicating to stakeholders

What is the project management process?A set of five process groups:

– Initiating processesperformed to authorize and define the scope of a new phase or project or that can result in the continuation of halted project work

– Planning processesperformed to define and mature the project scope, develop the project management plan, and identify and schedule the project activities within the project

– Executing processesperformed to complete the work defined in the project management plan to accomplish the project's objectives defined in the project scope statement

– Monitoring and controlling processesperformed to measure and monitor project execution so that corrective action can be taken when necessary to control the execution of the phase or project

– Closing processesperformed to finalize all activities across all of the project process groups to formally close the project or phase

Project Life Cycle Phases:• All projects have to pass through certain phases. The

attention that a particular project receives is again not uniformly distributed throughout its life span, but it varies from phase to phase. At a particular phase appropriate attention has to be paid.

Following are the general phases of a project.• Conception phase• Definition phase• Planning and organizing people • Implementation phase• Project clean up phase• The above phases won’t follow a sequence … rather they

overlap; sometimes this overlapping is done deliberately in the interest of compressing the overall project schedule. There are others who would encourage natural growth.

Project Life Cycle PhasesConception phase:• Phase in which the project idea germinates. This phase is also

known as Identification of the problem, identifying the performance gap.

• It we avoid or truncate this phase, the project will have innate defects and may eventually become a liability for the investors.

• How to implement the project is not the botheration of this phase. It we start thinking about the implementation during this phase, it will unnecessary delays this phase.

Definition Phase:• The definition phase of the project will develop the idea

generated during the conception phase and produce a document describing the project in sufficient details covering all aspects necessary for the customer or investors to make up their minds on the project idea.

Project Life Cycle PhasesPlanning and organizing phase:• This phase can effectively start only after definition phase, but in

practice it start much earlier, almost immediately after the conception phase. This phase overlaps so much with the definition and also with implementation phases. That is why no formal recognition is given to this by most organizations.

Implementation phase:• Period of hectic activity for the project. It is during this period,

something starts growing in the field and people for the first time can see the project.

Project clean up phase:• Completion and handing over the project.• The curve in the above diagram shows that effort to build up a project

is very slow, but effort to withdraw is very sharp. It can also be seen that time taken for the formative and clean up stage & implementation stage. While this pattern is true for all the projects, the percentage of effort in different phases would not be the same for all projects. However for the same class projects the curve may be more or less the same. A life cycle curve can thus represent a class of projects.

PP

DD

I

Preliminary Planning

Detailed Design

ImplementationImplementation

The Development Project Life Cycle

TO & CO

Turnover & Closeout CompletedProject clean up phaseProject clean up phase

Duration 5-7 years

The Project

is only an Intermediate Means to a Higher Level objective

Duration 20 - 30 yearsDuration 5-7 years

“A Sustainable PROGRAM”

Conception phaseConception phaseDefinition phaseDefinition phase

Planning and organizingPlanning and organizing

Project Life Cycle Phases

3

4

25

1

1.Conception Phase 2.Definition Phase 3.Programing / Organizing Phase 4.Implementation Phase 5.Termination Pe

1. Conception Phase

2. Definition Phase

3. Programming / organizing Phase

4. Implementation Phase

5. Termination Phase

Project Life CyclesMan Hours

Conceptualization Planning Execution Termination

The Project Cycle

Implementation

Identification

Programming

Evaluation

Financing

Appraisal

Political acceptability Financial feasibilityEconomic viabilityTechnical feasibility

The Project Life Cycle

CLOSE -OUT

EXECUTEORGANISEPLANDEFINE

FEASABILITYPHASE•sometimescalled scoping•risk is assessed•feasibility tested“GO” or “NO GO”decision made.If “GO”

PLANNINGPHASE•tasks

•sequencing•milestones•estimating•budgetingPROJECT PROJECT

PLANPLAN

ORGANISINGPHASE•resources•tools•reviews•reporting•communications

IMPLEM- ENTATION PHASE•activities• monitoring:•costs• progress•controlling•quality

COMPLETIONPHASE• client “hand-over (= acceptance)•complete documentation.•review: sign off•post implementation audit•maintenance•“value assessment”

REVIEW

1. 2. 4.3. 5.

PLAN

Implementation Phase

2

Spatial Data Temporal DataSocial/Institutional Information Discrete data Indigenous or local dataStakeholders Analysis,

Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis Problem-Alternative-Objective tree

Micro-Finance, Co-operative and Group Formation, Indigenous Forest Management

Participatory Monitoring and Evaluation Participatory Impact Monitoring Monitoring Exercise

The Logical FrameworkThe Work Breakdown structureThe Gantt chartThe Critical Path Method (CPM)

Exit strategies for project ending

Strategy or Methodology

Needs Analysis includes Social Analysis

Situation of the target group

Political Analysis

Problem Analysis

Economic AnalysisNeed Analysis Why?

Aims & Objectives What for ?

How ?

Plan of Activities Where ?

Implementation With What ?

Follow up With What ?

Project Planning Steps – Needs Analysis

Problem Tree

Objective TreeOverall objectives

Project Purpose

Results

Problem TreeEffects

Focal problem

Causes

High infant & Maternal mortality

rates

High rates of infection among babies & infants

High incidence of acute birth

complications

High rates of post- partum & neo- natal infection

Poor nutritional status of babies &

infants

Birth complications diagnosed late or

not at all

Few babies & Infants vaccinated

Low standards of hygiene & patient

care by staff

Effects

Problem Tree

Commercial pressure to use

milk supplements

Poor seasonal availability of high

protein foods

Mothers unwilling

to attend clinics Infrequent & inadequate

coverage of clinics Shortage of drugs Low staff skills

Low attendance

at rural clinics

Causes

Soil erosion on hill slopes

Rice production in low lands decreasing

Irrigation water does not reach field in desired quantity

High incidence of malnutrition

Food shortages

Food production in hills decreasing

Highimmigration rates

Irregular supply of inputs for rice cultivation

Soil fertility on hill slopes is decreasing

Ethnic clashesin neighboring districts

Canals are blocked

Dikes are degraded

Poor maintenance system for

irrigation facilities

Cause

Effect

Means

Soil erosion on hill slopes

reduced

Rice production in low lands improved

Sufficient Irrigation water reaches the field

Incidence of Malnutrition reduced

Improved food situation

Food production in hills increased

Lower immigration rates

Regular supply of inputs for rice cultivation

Soil fertility on hill slopes is

increased

Less Ethnic clashesin neighboring districts

Canalscleared

Dikes are upgraded

Maintenance system for irrigation facilities improved

Ends

Problem tree Objective tree

Problem & Objective Analysis Problems Identified

Drivers drive poorly

Bus fleet in poor condition

Frequent delays

Bus fleet in old

Poor bus maintenance

Poor topography

Roads are poor

Long workday

Low salaries

Use of CBS by the population

decreases

Service offered by the CBS unreliable

Many passengers wounded

Frequent bus accidents

Drivers are rude Drivers

are courteous

Regular Workday

Fair Salaries

Financial situation of the company

improved

Increased use of the CBS by the public

Service offered by the CBS is reliable

Number of wounded

passengers decreased

Fewer delays

Scheduling & utilizationof buses is improved

Drivers Drive well

Safety precautions &inspection system implemented

Incentive system

implemented

Busdrivers

trained

Schedule for replacement

of buses established

Roads are in good

condition

Good road maintenance

Redesign & recondition

of roads

Bus fleet in good condition

Fewer bus accidents

Good bus maintenance

City Bus Service –Objective TreeCity Bus Service –Problem Tree

Objectives

Infant & maternal mortality rates reduced

Reduced incidence of acute birth complications

Increased / earlier diagnosis of birth complications

Transforming problems into objectives

High infant & maternal mortality rates

High incidence of acute birth complications

Birth complications diagnosedlate or not at all

Problems

Lack of income

No money to buy new seeds

Crop yields decreases

No money to pay school fees

Children miss schools

Few Jobs

Poor yields Local factory closed Immigration

But why But why But why

But why

So what

But why

So what

So what So what

Nothing to sell

Incidence of malnutrition

reduced

Improved food

situation

Rice production in low lands increased

Food Production on hills increased

Lower Immigration

rates

Sufficient irrigation water reaches field

Regular supply of inputs for

rice production

Soil fertility on hill slopes

increased

Less ethinic clashes on

hill slopes

Soil erosion of hill slopes reduced

Canals cleared

Dikes are upgraded

Maintenance of irrigation facilities improved

Agricultural inputs

Soil fertility

Immigration

Irrigation system

Strategies

Work Breakdown StructureWork breakdown structure for the recruitment of a new person to fill a vacant post.

Project Evaluation Review Technique

CRITICAL PATH

Network diagram for the recruitment of a new person to fill a vacant post.

PERT Chart

GANTT Chart for the recruitment of a new person to fill a vacant post

GANTT charts are a user-friendly visual version of ‘network diagrams’, designed to be easily understood and applied by non - ‘chart-ographers’ !

GANTT Chart

PERT DiagramPERT Diagram

Phase Major Attributes/Emphasis Leadership Style/Blend

Feasibility Study(Pre-formulation)

•  Sense of vision•  "Big Picture" (conceptual) •  Analysis

•  Visionary•  Creates future•  Empowerment•  Expansive

Conceptual(Formulation)

•  Listening•  Analysis•  Alignment

•  Analytical•  Listener•  Change master•  Convergence

Development •  Participative/Acceptance    and commitment•  Cooperative

•  Team builder•  Power and influence•  Integrator

Execution •  Re-alignment •  Decision maker•  Balances work and fun•  Trustworthiness•  Team and synergy

Finishing •  Transfer of product and information

•  Administrator•  Closure

Parties involved stick to

their commitments

Fair allocation of costs & benefits between

men & women

Fair representation

of different interests through

participation

Success of a Project

Efficient project management

Competent & Motivated

project team

Project addresses

the real problems

of the target groups

Beneficiaries are clearly

identified by gender &

socio economicgroup

Organizational capacityS

ucc

ess

of

a P

roje

ct Good / Careful Planning

What is a successful project?• Customer / Clients

requirements satisfied/exceeded

• Completed within allocated time frame

• Completed within allocated budget

• Acceptance by the customer

Project Sustainability

Sustainability Defined

• To keep in existence; maintain (The American Heritage)• The ability of a system of any kind to endure and be

healthy over the long term. A “sustainable society” is one that is healthy, vital, resilient, and able to creatively adapt to changing conditions over time. (Top 10 by 2010, Southwest Louisiana)

• The ability of an organization to develop a strategy of growth and development that continues to function indefinitely. (Dorothy A. Johnson Center for Philanthropy & Leadership)

Project Sustainability Defined

• What project sustainability means– Maintaining the outcomes,

goals and products– Institutionalizing the

process

• What project sustainability doesn’t mean– Maintaining staff positions– Maintaining all activities– Depending on grant

funding

Project Sustainability:Ask the right questions

• What are we doing? Do other people know what we’re doing?

• What outcomes do we want to sustain? Is there data to support our results?

• What are the fiscal needs?• What are the management needs?• Who champions this initiative?• Who else do these outcomes affect? Whose interests

does this support?

Strategies for Sustainability

• Develop broad-based relationships/partnerships that foster collaboration.– Involve all stakeholders: parents, students, business, politicians,

community leaders, school administrations, funders.

– Nurture community involvement.

– Develop a core of supporters.

• Be visible. Develop an outreach plan.• Link evaluation to project success and then to marketing.• Be flexible. Modify the project based on evaluation and feedback.• Communicate, communicate, communicate.• Share resources. Share expertise. Share successes.