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TRANSCRIPT
PRAG Basic
Total Quality Management for
Health Care Facilities for Africa
Prof. Sherif Elattar
January –February 2011 Egypt
Project Cycle Management (PCM)
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Learning Objectives
PRAG Basic
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Learning Objectives
• By the end of the day, participants will better understand:
1. What defines a “project”, and its role relative to other forms of aid;
2. the “project cycle”, key documents and stakeholder responsibilities;
3. The Project Cycle Management (PCM)
4. the principles of monitoring and evaluation, and the importance of
identifying appropriate indicators and sources of verification;
5. how to link activity schedules and budgets
Do you have your own expectations, too?
“We will get SKILLs to develop a Project Cycle Management (PCM) approach”
•Our Mission and Promise in OUR Sessions
PRAG Basic
What is Project？？？？
•Objective
•Activities ⇒⇒⇒⇒ Outputs
•Duration
•Budget（（（（Input)
•Resources (Input)
An Undertaking for the purpose of achieving
established objectives, within a given
budget and time period.
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A Project
When a task...
• Has a defined objective
• Has a deadline
• Requires integration of knowledge and experience from
various organizations
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What What What What iiiis a Project?s a Project?s a Project?s a Project?
• A project consists of three co mponents:
Scope, budget, and schedule.
Scope
Cost Schedule
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Project
A project is a well-defined set of tasks/activities that must all be
completed in order to meet the project’s goals.
• Each task may be started/stopped independently
• Tasks must be performed in a given sequence
PRAG Basic
Defining the Project
A Project is :• a series of actions/activities• aimed at bringing about clearly specified objectives• within a defined time-period, and• within a defined budget
A Project should also have
• clearly identified stakeholders (primary target group, beneficiaries/subjects, indirectly affected parties, etc)
• clearly defined co-ordination arrangements, manage-ment responsibilities, human and financial resources
• a monitoring and evaluation system• an appropriate level of impact assessment, including financial and economical analysis, to ensure the project’s benefits will exceed its costs
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What is a project?
•A project should always …•Be consistent with, and supportive of, broader policy and programme
objectives, but
•Create/develop something ‘new’, rather than simply support ongoing
activities
And have …
•clearly defined objectives which address identified needs
•a clearly identified target group(s)
•clearly defined management responsibilities
•a start and finish date
•a specified set of resources and budget
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Examples of Projects
•Examples of projects include:
•· Developing a new product or service.
•· Effecting a change in structure, staffing, or style of an organisation.
•· Designing a new transportation vehicle.
•· Constructing a building.
•· Running a campaign for political office.
•· Implementing a new business procedure or process.
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What What What What iiiis a Project?s a Project?s a Project?s a Project?
• Scope represents the work to be accomplished, i.e., the quantity and quality of work.
• Budget refers to costs, measured i n monetary units and/or l abor-hours of wor k.
• Schedul e refers to the l ogi cal sequenci ng and ti mi ng of the work to be perf or med.
• The quality of a project is an int egral part of pr oj ect manage ment. ( Oberl ender)
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Project Characteristics
• One-time focus
• Specific purpose and desired results
• Specific start and finish
• Defined time frame for completion
• Involvement of cross-functional group of people
• Limited set of resources
• Logical sequence of activities
• Clear user of results
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Examples of Projects
• Design, engineering, and construction of a civil engineering project such as a highway, bridge, dam, canal, etc.
• Design and production of a military project such as a submarine,fighter aircraft, tank, or military communication system
• Development of a new product or manufacturing process
• Landing an astronaut on the moon and returning her or him safelyto earth
PRAG Basic
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Other Examples of Projects
• Writing a term paper
• Painting a picture
• Having a cocktail party and dinner
• Getting married or divorced
• Modifying an existing house
• Running a campaign for political office.
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Project phases
1. Assessment
2. Planning
3. Implementation
4. Evaluation
Project Cycle Management (PCM)
PRAG Basic
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1. Assessment (of needs, situation)
• Observing a problem
• Analysing it
• Defining the need
• Deciding on an action
• Answering „W-questions“ (Laswell)
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W-questions
• Who, for whom, with whom, etc.?
• What?
• Why?
• Where?
• When?
• How/Wie?
PRAG Basic
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2. Planning (1)
• Needs Analyses (!!!) – formal, „why“
• Analysis of the organisation, its values, activities and
relevancy
• Own motivation
• Definition of aims (general) and concrete objectives
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Planning (2)
• Selection of methodology, activities
• Plan of activities – schedule
• Resources: human, financial, material, time
• Organisation of the project: team, partners
• Outline of the project/project fiche
• Risks assessment strategy
PRAG Basic
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Concrete objectives
SMART:
• Specific
• Measurable
• Achievable
• Realistic
• Timed
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Project outline (1)
1. Project name, location, duration
2. Rationale (stating needs)
3. Organisation’s priorities, funder’s priorities
4. Target group
5. General aim
6. Concrete/specific objectives
7. Methodology/strategy
8. Plan of activities
PRAG Basic
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Project outline (2)
9. Main outcomes
10. Expected results
11. Added value of the project
12. Evaluation criteria, technique
13. Sustainability, multiplicatory effects
14. Resources: financial (budget), material (budget), human (team and partners)
15. Publicity
16. Information about the organisation (contact info)
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3. Implementation
• Implementing and executing activities (conferences)
• Management resources: human, material/technical, financial, time
• communication
• Team work
• Book-keeping and accounting
• Process documentation, records
• Continuous monitoring, feedback
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4. Evaluation
• Final evaluation vs. continuous monitoring
• Using originally planned methods
• Summing up results, objectives, activities, fulfilled expectations
• Formal documentation (reports, brochures)
• Internal lessons documented (manuals)
• Closing accounting
• Follow-up
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Why Projects Can Fail
� not linked to broader programme or policy framework
� set rigid targets and processes (inflexible)
� set optimistic goals to attract finance - false expectations
� can encourage authoritarian style of interaction
� end abruptly and usually too short term
� ‘driven’ by aid professionals and not locally owned
� induce insecure state of ‘project culture’
� force relationships to be contractual
� do not encourage experiential learning - through trial and error
PRAG Basic
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The Triple Constraint
• Every project is constrained in different ways by its
• Scope goals
• Time goals
• Cost goals
• It is the project manager’s duty to balance these
three often competing goals
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The Triple Constraint of Project ManagementThe Triple Constraint of Project ManagementThe Triple Constraint of Project ManagementThe Triple Constraint of Project Management
PRAG Basic
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What is Project Management?
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Project Management is:PM PM
PM
PMPM
PM
PM
PMPM
PM
PMPM PM
PM
PM
PM
PM
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Project Management is:Causing a PlannedUndertaking to Happen
PM PM
PM
PMPM
PM
PM
PMPM
PM
PM
PM PM
PM
PM
PM
PM
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What is Project Management ?
The application of knowledge, skills, tools and techniques to project activities to meet project requirements.
- PMI (Project Management Institute)
PRAG Basic
What is Project Management?
• "The secret of getting ahead is getting started. The secret of getting
started is breaking your complex overwhelming tasks into small
manageable tasks, and then starting on the first one."
• Mark Twain
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What is Project Management?
Project management is “the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project”
(PMI*, Project Management Body of Knowledge (PMI*, Project Management Body of Knowledge (PMI*, Project Management Body of Knowledge (PMI*, Project Management Body of Knowledge
((((PMBOK GuidePMBOK GuidePMBOK GuidePMBOK Guide)))), , , , 1996199619961996, , , , pppp. . . . 6666))))
*The Project Management Institute (PMI) is an international professional society. Their
web site is www.pmi.org. Over 510,000 copies of the PMBOK Guide, now ANSI
approved, were in circulation by April 2000.
PRAG Basic
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Project managementPrinciples of project managementPrinciples of project management
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Project managementPrinciples of project management
•• PM is the process of managing, allocating, and timing PM is the process of managing, allocating, and timing available resources to achieve the desired goal of a project available resources to achieve the desired goal of a project in an efficient and expedient manner. in an efficient and expedient manner.
•• PM is the planning, scheduling and controlling of project PM is the planning, scheduling and controlling of project activities to meet project objectives.activities to meet project objectives.
•• PM is widely recognized as a practical way of ensuring that PM is widely recognized as a practical way of ensuring that projects meet objectives and products are delivered on projects meet objectives and products are delivered on timetime, within , within budgetbudget and to correct and to correct qualityquality specification, specification, while at the same time controlling or maintaining the while at the same time controlling or maintaining the scopescopeof the project at the correct level.of the project at the correct level.
PRAG Basic
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Project managementPM knowledge areas
•• Project Integration ManagementProject Integration Management•• Project Scope ManagementProject Scope Management•• Project Time ManagementProject Time Management•• Project Cost ManagementProject Cost Management•• Project Quality ManagementProject Quality Management•• Project Human Resource ManagementProject Human Resource Management•• Project Communications ManagementProject Communications Management•• Project Risk ManagementProject Risk Management•• Project Procurement ManagementProject Procurement Management
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Project managementPrinciples of project management
• Project management is about influencing tomorrow. Today has already happened and yesterday is gone. (’PROACTIVE’)
• Decisions affecting tomorrow can only be made on information available today.
• Project management is about managing a set of relationships over time and about understanding people.
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ProactiveReactive
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٥٨
Project managementscope, quality, time and cost
Time/Schedule
Quality/Performance
Cost/Budget
Scope
PRAG Basic
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Project: the Great Pyramid
The Great Pyramid of Cheops, an early (c.2500 B.C.) large-scale project. [Photo courtesy of Arab Information Center.]
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Project: the International space station
PRAG Basic
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Agenda / Take
Always
•Understand the Project Mgmt Process
–Plan, Execute, and Control
•Understand How to Lead an Efficient/ Effective Project
Mgmt Process using the 11 Principles
Agenda/ Take Always
Your Toolbox
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Project Goals
Planning
Executing
Controlling
Phase III Controlling – Ensuring the Project Objectives are Met by Monitoring Progress and Taking Action to Keep the Project on Track. Continue Risk Mgmt, Communicate to Stakeholders
Phase II Executing –Define Detailed Project Plan, Execute it (Coordinating people and other resources to carry out the plan), and Continue Performing Risk Mgmt, and Communicate.
Phase I Planning–Defining the Purpose, Goals, Scope, Assumptions, Work Breakdown Structure (Plan), Risks, Monitoring Process, to accomplish the Purpose. Obtain Stakeholder Approval.
How to Project Manage Anything
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What is Project Success?
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Plan the Work…
Work the Plan
Successful Project Management
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Successful Project Completion
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What isPlanning?What is
Planning?
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DailyPlanner
Form
DailyPlanner
Form
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ResourcesResources
ObjectiveObjective
Planning StagePlanning StagePlanning Stage
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What is Project Cycle ?
� Project identification
� Project formation
� Appraisal
� Implementation
� Monitoring
� Plan revision
� Evaluation
� Feedback
Project Cycle Management
Plan (Idea)
Implementation (Do)
Evaluation (See)
PDM
PRAG Basic
Plan
DoSee
Do See
Plan
See
Plan
Do
We are in this stage.
Why Project Cycle Management ?
� Results-oriented – not activity driven
� Consistency
� Logically sets objectives and actions
� Participatory stakeholder involvement
� Transparency
� Shows whether objectives have been achieved: Indicators (for M&E)
� Framework for assessing relevance, feasibility and sustainability
� Describes external factors that influence the project’s success: assumptions and
risks
PRAG Basic
What do you Manage
riskissues
scopetime
workplanintegration
qualitydeliverables stakeholders
communication
costprocurement
People Process
Technology
Optimum
Performance
PM/Training Focus
PRAG Basic
Project Management
• Scope –covers all of the work required to complete the project successfully. Some of the tools and techniques include definition of the project need, identification of key stakeholders, identification of project drivers, development of operational concepts, and identification of external interfaces. (Mathur)
• Time –refers to the duration of the project and the estimated time when tasks will be completed. Tools that help manage time include Gantt charts schedulers.
• Cost –refers to the money allocated and the money that will be spent for project activities, tasks and services. Project managers need to manage costs well.
• Integration –refers to coordination of project plans to create a consistent, coherent document. It also involves making tradeoffs among competing objectives and alternatives to meet or exceed stakeholder needs & expectation. (PMI cited in Wikipedia)
Project Management
• Quality –refers to standards, forms, user focus and reliability of planned project performance.
• Human Resource –refers to the people (individuals, teams, contracted professionals) who will be involved in the project.
• Communication – refers to the messages that need to be put across to manage change & expectations.
• Risk –the collective term for uncertainties that pose threats, limitations and obstacles to the achievement of project goals and objectives. Risks could be internal or external. The manager needs to ensure that risks are minimized, mitigated or leveraged to benefit the project process.
• Procurement – This refers to the process of acquiring goods and services, infrastructure and equipment that are needed by the project to meet its goals, objectives & deliverables.
PRAG Basic
What are the PM Phases
Project Cycle Management Systems Life Cycle
CONCEPT
REQUIREMENTS
DESIGNIMPLEMENTA
TION
INTEGRATION & TEST
SYSTEMS INSTALLA
TION
MAINTENANCE & SUPPORT
Project LifeCycle
Systems DevelopmentLife Cycle
Source: Taylor, 2004
PM Phases
PRAG Basic
PM Good Practices
• Defining what has to be accomplished in relation to time, cost, technical and quality performance parameters;
• Developing a plan, implementing the plan and ensuring that progress is maintained in line with objectives;
• Using appropriate project management techniques and tools to plan, monitor and maintain progress;
• Employing appropriate and skilled persons accountable for its successful accomplishment.
• Ensuring the alignment of development goals and priorities with the goals of the development project with stakeholders.
PM Good Practices
• Communications and Communications Planning, designing a plan how to communicate effectively with stakeholders
• Project Tracking, continuously and consistently checking the status of scope, schedule and costs
• Managing Changes, deciding whether or not to accept, or reject or to integrate the changes right away
• Managing Risks, identifying events that could adversely affect the project as early as possible and incorporate action plans necessary to avoid or mitigate these risks.
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Work Breakdown Structure
Sample Gantt Chart
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Project Design Matrix（（（（PDM））））
Pre-conditions
Inputs Activities
Outputs
Project
Purpose
Overall Goal
Important
Assumptions
Means of
Verification
Objectively
Verifiable Indicators
Narrative
Summary
PDM Vertical Logic
•Overall Goal Direction that the project should take next
•Project PurposeObjectives that the project should achieve within the project duration
•OutputsStrategies for achieving the Project Purpose
•Activities Specific actions taken to produce Outputs
•Important AssumptionsConditions important for project success, but that cannot be controlled by the projects. Whether these conditions develop or not is uncertain.
PRAG Basic
PDM Horizontal Logic
•Objectively Verifiable Indicators
Standards for measuring project achievement.
•Means of Verification
Data sources from which indicators are derived.
•Inputs
human resource, materials, equipments, facilities and funds required by the project.
•Preconditions
Conditions that must be fulfilled before a project gets underway
PRAG Basic
1. Stakeholder Analysis
2. SWOT Analysis
3. Problem Analysis
4. Objective Analysis
5. Project Selection
6. Project Design Matrix (PDM)
7. Workplan
8. Monitoring and Evaluation
8 Steps for PDM (Project Design Matrix) in PCM Project Cycle Management
STEP1 Stakeholders Analysis
Stakeholder is any individual, group or organization,
community, with an interest in the outcome of a
programme/project.
Key Question
Whose problems or opportunities are we analyzing?
Who will benefit or loose-out, and how, from a
potential project intervention?
PRAG Basic
STEP2 SWOT Analysis
SWOT analysis is a tool for institutional appraisal and a
brainstorming exercise in which the representatives of the
organization participate fully.
This is to Assess the performance and capacity of the units or
divisions of a organization
STEP3 Problems Analysis
Problems Analysis visually shows the causes and effects
of existing problems in the project area, in the form of a
Problem Tree. It clarifies the relationships among the
identified problems.
PRAG Basic
STEP4 Objectives Analysis
Objective Analysis clarifies the means-ends relationship
between the desirable situation that would be attained and
the solution for attaining it. This stage also requires an
Objective Tree.
STEP5 Project Selection
Project Selection is a process in which specific project
strategies are selected from among the objectives and means
raised in Objectives Analysis, based upon selection criteria.
PRAG Basic
STEP6 Formation of the PDM
The project design Matrix (PDM) is formed through elaborating the major project components and plans based on the approach selected.
The format of PDM is similar to that of the Logical Framework, and
therefore can be commonly used worldwide.
Pre-conditions
Inputs Activities
Outputs
Project Purpose
Overall Goal
Important
Assumptions
Means of VerificationObjectively Verifiable
Indicators
Narrative Summary
STEP7 Workplan / Plan of Operations
The Plan of Operation is prepared by the project
implementers, based on the PDM and other information. It
is an effective tool for project implementation and
management, and provides important data for monitoring
and evaluation of the project.
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STEP 8 Monitoring and Evaluation
� Strengthens accountability and transparency
� Provides information for effective management
� Helps determine what works well and what requires
improvement
� Builds knowledge
WHY DO WE HAVE TO DO THIS?
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DefiningPCM
PRAG Basic
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The
Project Cycle Managementapproach highlights three main principles:
1. Decision-making criteria and procedures are defined for each phase (incl. key information requirements and quality assessment criteria)
2. The phases in the cycle are progressive : Each phase must be completed before the next can be dealt with successfully
3. New programming and project identification draws on the results of monitoring and evaluation as part of a structured process of feedback and institutional learning
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The four phases of
Project Management
1. Identification (analysis)
2. Formulation (project design - planning)
3. Roll-Out (implementation of plan)
4. Evaluation (assessment)
PRAG Basic
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identification phase
١٠٠
Project Cycle Management
IDENTIFICATION PHASE
1. Identification of task
2. Stakeholder analysis (profile of the main players, incl. subjects, beneficiaries, interested 3rd parties, administra-tions & enforcement bodies, etc)
3. Problem analysis (profile of likely problems, incl. cause and effect relationships)
4. Analysis of objectives (will / can it lead to an improved situation in the future?)
5. Analysis of strategies (comparing different options to address a given situation)
PRAG Basic
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Project phases
1. Assessment
2. Planning
3. Implementation
4. Evaluation
Project Cycle Management (PCM)
١٠٢
1. Assessment (of needs, situation)
•Observing a problem
•Analysing it
•Defining the need
•Deciding on an action
•Answering „W-questions“ (Laswell)
PRAG Basic
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W-questions
•Who, for whom, with whom, etc.?
•What?
•Why?
•Where?
•When?
•How/Wie?
١٠٤
2. Planning (1)
•Needs Analyses (!!!) – formal, „why“
•Analysis of the organisation, its values, activities and
relevancy
•Own motivation
•Definition of aims (general) and concrete objectives
PRAG Basic
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Planning (2)
•Selection of methodology, activities
•Plan of activities – schedule
•Resources: human, financial, material, time
•Organisation of the project: team, partners
•Outline of the project/project fiche
•Risks assessment strategy
١٠٦
Concrete objectives
SMART:
•Specific
•Measurable
•Achievable
•Realistic
•Timed
PRAG Basic
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Project outline (1)
1. Project name, location, duration
2. Rationale (stating needs)
3. Organisation’s priorities, funder’s priorities
4. Target group
5. General aim
6. Concrete/specific objectives
7. Methodology/strategy
8. Plan of activities
١٠٨
Project Outline (2)
9. Main outcomes
10. Expected results
11. Added value of the project
12. Evaluation criteria, technique
13. Sustainability, multiplicatory effects
14. Resources: financial (budget), material (budget), human (team and partners)
15. Publicity
16. Information about the organisation (contact info)
PRAG Basic
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3. Implementation
•Implementing and executing activities (conferences)
•Management resources: human, material/technical, financial, time
•PR and communication
•Team work
•Book-keeping and accounting
•Process documentation, records
•Continuous monitoring, feedback
١١٠
4. Evaluation
•Final evaluation vs. continuous monitoring
•Using originally planned methods
•Summing up results, objectives, activities, fulfilled expectations
•Formal documentation (reports, brochures)
•Internal lessons documented (manuals)
•Acknowledgments
•Closing accounting
•Follow-up
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Keys to success
•Balance between organisational capacity and tasks to be conducted
•Full team participation in all phases
•Shared notion of objectives
•Involvement and support from the target group(s)
•Realistic plans of activities, budget
•All formalities respected, proper techniques – means, but not the endin itself!
•Necessary skills (eg. communication)
Project Cycle Management
PlanningPlanningPlanningPlanning
ImplementationImplementationImplementationImplementation
EvaluationEvaluationEvaluationEvaluation
PDM
PRAG Basic
Characteristics of PCM
Participatory Approach
Logicality
Consistency Transparency
Problem-Solving
PCM Workshop
Working as a team
Visualizing ideas
Analyzing step by step Cards
&Board
Consensus
Brainstorming
Moderator
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8 Rules
1. Write down your own statement on a card.
2. Write only one idea on a card.
3. Make your statement specific.
4. Express your statement in a concise sentence.
5. Stick to the facts and avoid abstractions and generalizations.
6. Make it a rule to write cards before beginning discussions.
7. Do not remove a card from the board before a consensus is obtained.
8. Do not ask who wrote a particular card.
7 Steps in PP
Stakeholders Analysis
Problems Analysis
Objectives Analysis
Project Selection
PDM
(Project Design
Matrix)
Plan of Operation
Analysis Stage
Planning Stage
Appraisal
We are practicing by this stage.
PRAG Basic
Working together
Rules for Writing Problems
1. Write in a Sentence.
Make Clear “Subject and Object”.
2. Avoid “No Solution”.
3. Avoid Generalization.– Be Specific.
4. Don’t Write a Cause and Effect in One Card.
5. Be Specific Whose problem.
PRAG Basic
Example: Format of Plan of Operation
2-1
2-1-1
2-1-2
1-1
1-1-1
1-1-2
Remarks Cost Materials and
Equipment
Implementer Person in
Charge
ScheduleExpected
Results
Activities
Monitoring and Evaluation
The Five Evaluation Criteria
1. Efficiency
2. Effectiveness
3. Impact
4. Relevance
5. Sustainability
PRAG Basic
•EfficiencyThe productivity in project implementation. The degree to which Inputs have been converted into Outputs.
•EffectivenessThe degree to which the Project Purpose has been achieved by the project Outputs.
•ImpactPositive and negative changes produced, directly or indirectly, as a result of the Implementation of the project.
•RelevanceThe validity of the Overall Goal and Project Purpose at the evaluation stage.
•SustainabilityThe durability of the benefits an and development effects produced by the project after its
completion.
١٢٦
PCM Principles
� Project cycle phases - structured & informed decision-
making, and feedback from evaluation
� Partner / stakeholder ownership - involvement of
stakeholders in decision-making, including emphasis on
teamwork and communication
� Logframe planning - comprehensive & consistent
analysis
� Integrated documentation - standardised documentation
and assessment criteria
� Can be applied to both projects and programmes
Programming
Identification
Formulation
Financing
Implementation
Evaluation
Basicformat
PRAG Basic
Thank you for your attention!