1. PROJECT
FORMULATION AND
MANAGEMENT
Hari Prasad Kafle
MPH, SHUATS (India)
Lecturer (Public Health)
Pokhara University

2. Project
• A Project is a group of milestones or phases,
activities or tasks that support an effort to
accomplish something.
• A project is a temporary endeavor (attempt)
undertaken to produce a unique product or
service or result.

3. Project
• 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 the needs of
the organization at the current time.

4. Project
• Small segment of business with clearly defined
objective, resources and time.
• A Projects has been terminated when
objectives are achieved.
• Projects can be large or small and take a short
(usually) or long time (but certain) to
complete.

5. Characteristics
• A project has a unique purpose.
• Temporary: terminated after certain time
• Is developed using progressive elaboration:
Specifications of the project are initially broad
and then refined and more detailed as the
project progresses.

6. Characteristics
• Requires resources, often from various areas
• Should have a primary customer or sponsor: The
project sponsor usually provides the direction and
funding for the project.
• Involves uncertainty: Unclear objectives, difficult
to estimate time to complete and cost,
dependence on external factors

7. Program Vs Project
• A program is a group of related projects
managed in a coordinated way.
• Project portfolio management involves
organizing and managing projects.
• Program managers play a key role in helping
all projects and organizations succeed.

8. What is not a project?
• Past activities that are repeated in exactly the
same way on the periodic basis.
• Activities with no clearly defined goals.
• Activities which can be repeated or translated
any where at any moment.
• Ongoing (regular) organizational activities
(e.g. board meeting)

9. Project Management
• A dynamic process that utilizes the appropriate
resources of the organization in a controlled
and structured manner, to achieve some clearly
defined objectives identified as needs.
• It is always conducted within a defined set of
constraints.

10. Project Management
• Project Management is the application of
skills, knowledge, tools and techniques to
meet the needs and expectations of
stakeholders for a project.

11. Project Management
• Project management is the discipline of
organizing and managing resources in such a
way that the project is completed within
defined scope, quality, time and cost. It should
be unique and Temporary.
• Project management is “the application of
knowledge, skills, tools and techniques to
project activities to meet project requirements”

12. Triple constraints of project management
Quality
Time
CostScope

13. Triple constraint of project management
• Project managers strive to meet the triple
constraint by balancing project scope, time,
and cost goals
• However, quality is the quadruple constraint.

14. Importance of project management
• Enables us to map out a course of action or
work plan
• Helps us to think systematically and thoroughly
and logically.
• Unique Task
• Specific Objective
• Variety of Resources
• Time bound

15. Importance of project management
• Activity based costing
• Easy and early identification of Bottlenecks
• Identification and addition of missing and new
activities
• Preempting unnecessary activity/expenditure
• Assigning tasks
• Reporting

16. Importance of project management
• Better control of financial, physical, and
human resources
• Improved customer relations
• Better internal coordination
• Higher worker morale (less stress)
• Satisfaction to stakeholders

17. Project Management Framework

18. Project Management Framework
1. Scope management
2. Time Management
3. Cost management
4. Quality management
5. HR Management
6. Communication Management
7. Risk Management
8. Procurement Management

19. Winners do not do different things, they
just do same thing differently.
Work smart not hard to be a
successful project manager !!!

20. PROJECT LIFE CYCLE

21. Project life cycle
1. Project Idea
2. Situation Analysis 6. Evaluation
3. Planning 5. Implementation
4. Financing

22. Project life cycle

23. Initiation phase
• Also known as project idea phase.
• The emergence of a project idea is the
first stage of the project cycle.
• A project idea may emerge as a result of a
need, observation, consultation or
inspiration.

24. Definition phase
• Situation analysis is done to find out
problems, their strengths, potential
resources and opportunity to work an
area.
• Project goals, scope and project
constraints are determined also project
members and their roles are identified.

25. Planning phase
Planning Systematically and rationally.
Project documentation and proposal writing.
Resource Planning and Work Breakdown.
Project Schedule Development.
Development of Quality Assurance Plan.

26. Implementation phase
Execute project plan to accomplish project
goals.
Train human resources
System Build.
Staff hiring.

27. Deployment phase
※Also known as adoption, use or
consumption phase.
※User Training
※Production Review
※ Maintain service quality.

28. Closing phase
Also called as evaluation phase
Evaluation of the outcomes and impacts.
Contractual Closeout.
Lessons Learned.

29. 29
Project cycle based on activity

30. Now project is completed successfully,
Let’s celebrate !

31. PROJECT PROPOSAL
WRITING

32. PROJECT PROPOSAL
 A project proposal is a detailed description of
a series of activities aimed at solving a
certain problem.

33. PROJECT PROPOSAL
• The proposal should contain a detailed
explanation of the:
 Justification of the project (objectives);
 Activities and implementation timeline;
 Methodology; and
 Human, material and financial resources
required.

34. ELEMENTS OF A PROJECT
PROPOSAL
1. Cover Sheet
2. Project Summary/ abstract
3. Introduction
4. Problem statement
5. Overview of Target Area (4 &5)
6. Project Detail: Goal, Objectives, Strategies
and Activities

35. ELEMENTS OF A PROJECT
PROPOSAL
6. Project Implementation Plan
7. Project Administration
8. Project Budget
9. References
10. Annexes

36. 1. COVER SHEET
• Also known as title page/cover page.
• Should be clear but not “cute”.
• Do not waste time using fancy report covers
and making expensive binding.

37. COVER SHEET
• Title page Should contain:
 Proposed Project title,
 Organization that proposed the project,
 Name of the donor agency,
 Date of proposal preparation and submission,
 Signatures of key people.
Contd..

38. 2. PROJECT TITLE
• Title should be clear.
• Should reflect as a mini-abstract of project.
• A good title should provide quick picture of
the key ideas of project.
• For example:
– HIV/AIDS Prevention Project among
Clients of Female Sex Workers in Pokhara
Valley.

39. PROJECT TITLE
• Western highway project in HIV/AIDS for
transport worker and their partners.
• Increasing access to care and treatment in
HIV/AIDS among Migrant in Kaski.
• Prevention of HIV/AIDS among injecting drug
users in Kaski.
Contd..

40. 3. SUMMARY/ ABSTRACT
• Many readers lack the time needed to read the
whole project proposal.
• Therefore useful to insert a short project
summary: an abstract.
• For a small project the abstract may not be
longer than 10 lines.
• For Bigger projects often provide abstracts as
long as two pages.

41. SUMMARY/ ABSTRACT
• Briefly summarize why this project is necessary?
• What is the problem and how does this project
contribute to the solution?.
• Briefly state the organization’s experience in
implementing such a project.
• Abstract/summary should be prepared at the end
of the proposal documentation.
Contd..

42. SUMMARY/ ABSTRACT
•The abstract should include:
 Problem statement;
 Project’s objectives;
 Implementing organizations;
 Key project activities; and
 Total project budget.
Contd..

43. 4. CONTENTS PAGE
• If the total project proposal is longer than 10
pages it is helpful to include a table of
contents.
• The contents page enables readers to quickly
find relevant parts of the document.
• It should contain the title and beginning page
number of each section of the proposal.

44. 5. INTRODUCTION
• Also called background information.
• Introduces the project subject matter very
briefly.
• Issue to be covered and how solving the issue.
• It introduces the organization briefly – its
Vision, Mission and propose of organization.
• Maximum 2 pages.

45. 6. PROBLEM STATEMENT
• The problem statement provides a description
of the specific problem the project is trying to
solve.
• The project proposal should point out why a
certain issue is a problem for the community.
• There should also be an explanation of the
needs of the target group that appear as a direct
consequence of the described problem.

46. 7.OVERVIEW OF TARGET AREA
• Generally not more than 1-2 pages.
• Based on the situation analysis.
• Briefly describe the location and population
group of the proposed program.
• Discuss the primary characteristics of the
target area in detail (i.e. morbidity & mortality
rates, ethnicity, literacy, etc.)
• Discuss how this area was chosen over others.

47. 7. PROJECT DETAIL
• Include Project Goals, Objectives, strategy,
Interventions and Critical Activities
• Describe in about 1- 2 page.
• Link the project’s goal, objectives, and
interventions to the assessment findings or
situational analysis

48. PROJECT DETAIL
Contd..

49. HIERARCHY OF AIMS
• Goal (Impact): the ultimate end of the program to
which the specific project will contribute (to
improve Adolescent Reproductive Health of City
A)
• Objectives/Purpose (Outcome/Effect): what the
project is expected to achieve once it is completed
within the allocated time (Reduction of teenage
pregnancy by 20% in 3 years)
Contd..

50. HIERARCHY OF AIMS
• Outputs: products or deliverables of activities
(trained peer counselors; clinical services
provided)
• Activities (Inputs; Process): actions to be
undertaken and the resources available to
produce the outputs (upgrading of clinics)
Contd..

51. Goal
ProjectActivity2
Project Objective 1 Project Objective 3Project Objective 2
ProjectActivity3Project Activity 1
Result 1.1
Result 1.2
Result 2.1
Result 2.2
Result 3.1
Result 3.1
Contd..

52. Goal: Improving the health
status of community
ProjectActivity2
• Construction of latrines in BB
households
• Establishment BB clinics
• Health education to BB
members of community
Project Objective 1
Improving the water
Supply from X to Y
Project
Objective ..................
..........
…………………
Project Objective 2
Reducing the diarrhoeal
disease from A to B
Project
Activity
……….
………..
……….
…………
Project Activity 1
•Construction of YY water
supply source
•Distribution of water supply
to YY households
Contd..

53. 8. IMPLEMENTATION PLAN
• How Project will be implemented and what will
be the time line for major critical activities and
who will be responsible for each activities?
• For example: Tentative Plan of Actions, Work
schedule, Program model, Gantt chart etc.

54. Gantt Chart
Activities to
be under
taken
Respo
nsible
person
Timeline to accomplish the determined
Activities 2010
Month 1
Jan
Month 2
Feb
Month 3
Mar
Month 4
Apr
Staff
selection
PM XXXXXX
XXXXXX
Staff
training
TO XXXXXX
XXXXXX
Clinic
established
PM XXXXXX
XXXXXX
Service
started
MO XXXXXX
XXXXXX
Contd..

55. 9. PROJECT ADMINISTRATION
• Key persons associated with the project/ staffing
pattern.
• Role and responsibility of the each person and
their importance for the project.
• Name, title, experience, and qualifications of each
person.

56. PROJECT ADMINISTRATION
• If new staffs are needed for project how they
will be selected/hired?
• If using a Steering Committee (Advisory
Committee, Governing Board, etc.) to assist
the project, how it will be organized?
Contd..

57. 10. PROJECT BUDGET
• Total budget for the entire project period.
• Contribution from internal and external
resources.
• Detailed budget by each and every activities
and cost types.
• Potential funders and sources of income.
• State currency and exchange rate on which
your budget is based.

58. PROJECT BUDGET
Particulars Year 1 Year 2 Year 3
Personnel
Person #1
Person #2
Subtotal
Equipment
Equip. # X
Equip # Y
Sub total
Contd..

59. PROJECT BUDGET
Particulars Year 1 Year 2 Year 3
Supply
Supply #1
Supply #2
Subtotal
Communication
Telephone
Internet
Sub total
Contd..

60. PROJECT BUDGET
Particulars Year 1 Year 2 Year 3
Travel
Fuel
Vehicle rent
Subtotal
Year 1 Year 2 Year 3
Total
Sum total
Contd..

61. 11. MONITORING AND
EVALUATION PLAN
• How project will be monitored and evaluated
to ensure that the project is on track and that
the results are being achieved.
• Approximately in ½ to 1 page.
• Establish the performance indicators.
• Describe how and when the baseline, mid-term
and final evaluations will be carried out.

62. MONITORING & EVALUATION PLAN
• Describe information collection systems
• Briefly describe information analysis,
interpretation, publication and dissemination
plan.
• Briefly describe the qualifications of the
personnel implementing the evaluation plan.
Contd..

63. S.N
.
Activity Key indicator Base
line
Target Means
of
verificati
on
Frequenc
y
of Data
Collection
Important
Assumpti
on
1 ANC
service
1st
ANC Coverage
4th
ANC Coverage
IFA coverage
TT2 coverage
40 %
25%
41%
55%
80%
50%
90%
95%
Clinic
report
Monthly
and
Quarterly
Communi
ty support
Coordinat
ion with
SHP/HP
2 INC
service
Institutional delivery
Skill birth
Attendance
16%
31%
70%
85%
Clinic
report
Monthly
and
Quarterly
‘’
3 PNC
service
PNC coverage
Postnatal Vit. A
coverage
19%
NA
50%
100%
Clinic
report
Monthly
and
Quarterly
‘’
4 New
Born
Care
Birth weight
BCG Coverage
NA
85%
85%
95%
Clinic
report
Monthly
and
Quarterly
‘’

64. 12. COORDINATION
• Only if applicable: If project is carried out in
coordination with various organizations (~1-2
paragraphs).
• Briefly describe the type and frequency of
activities that will be undertaken to ensure
coordination among the various local and
international organizations working in the
area.

65. 13. TRAINING PLAN
• Only if applicable for the project.
• Include a training plan in table format
highlighting the learning objectives, training
methods, key activities, key personnel, and
audience.

66. 14. SUSTAINABILITY
• Describe in about 1 paragraphs.
• How key activities will continue after project
funding ends.
• Roles various actors, partners, and
communities members expect to play in
ensuring sustainability.
• Other projects or similar project in different
regions attesting sustainability.

67. 15. MAJOR CHALLENGES
• Describe in about 1-2 paragraphs.
• Summarize major challenges the project team
expects to face and how they will be dealt
with.
• Internal, External, Political. Cultural etc.

68. 16. REFERENCE
• Reference cited during project proposal
formulation.
• Reverent and scientific methods of reference
writing.
• Vancouver or Harvard style according to
organizational policy

69. 17. APPENDICES
• Include any relevant supporting documents in
appendices that may have been too lengthy to
include in the body of the proposal e.g.
• Resumes of key personnel.
• Summary of needs assessments.
• Log frame or results framework.

70. APPENDICES
• Organization Registration Certificate in
District Administration
• Affiliation Certificate of Social Welfare
Council.
• PAN Registration Certificates.
• Tax Execration Certificate.
• Audit Report of previous fiscal year.
• Bank clearance.
Contd..

72. CRITICAL PATH METHOD
AND
PROGRAMME EVALUATION
REVIEW TECHNIQUE

73. PERT/CPM
• Both CPM and PERT are project management
techniques, which have been created out of the
need of western industrial and military
establishments to plan, schedule and control
the large and complex projects.

74. PERT/CPM
• PERT/CPM are some time also called as
Network Analysis.
• CPM/PERT are developed along two parallel
streams, one industrial and the other military.

75. PROGRAMME EVALUATION
REVIEW TECHNIQUE
• PERT was developed primarily to simplify the
planning and scheduling of large and complex
projects.
• PERT is a method to analyze the involved
tasks in completing a given project, especially
the time needed to complete each task, and
identifying the minimum time needed to
complete the total project.

76. PERT
• Incorporates uncertainty by scheduling
project activities.
• An event-oriented technique rather than start-
and completion-oriented, and is used more in
projects where time, rather than cost, is the
major factor.

77. PERT
• PERT is valuable to manage where multiple
tasks are going simultaneously to reduce the
redundancy.

78. PROCESS OF PERT

79. PROCESS OF PERT
• Step I: Identification of Activities: Activities
represents job that should be performed in
order to complete the project.
• Each activity takes some specific time under
given condition.

80. Step I: Identification of activities
• A PERT Event: is a point that marks the start
or completion of one or more tasks.
• It consumes no time, and uses no resources.
• It marks the completion of one or more tasks.

81. Step I: Identification of activities
• A PERT Activity: is the actual performance
of a task. It consumes time, it requires
resources and it can be understood as
representing the time, effort, and resources
required to move from one event to another.

82. Step II: Sequential Arrangement of
Activities:
• There is always technological sequence in
various activities of a project.
• Preceding and succeeding events should be
located to bring the sequence.

83. Step II: Sequential Arrangement of
Activities:
• Preceding events are those which should be
completed before a particular event can start.
• Succeeding events are those that immediately
follow another event.

84. Step III: Time estimation of
activities:
 Optimistic time (O):
 Pessimistic time (P):
 Most likely time (M):
 Expected time (TE):

85. Step III: Time estimation of
activities:
• Optimistic Time (O): the minimum possible
time required to accomplish a task, assuming
everything proceeds better than is normally
expected.
• Pessimistic Time (P): the maximum possible
time required to accomplish a task, assuming
everything goes wrong.

86. Step III: Time estimation of
activities:
• Most Likely Time (M): the best estimate of
the time required to accomplish a task,
assuming everything proceeds as normal.

87. Step III: Time estimation of
activities:
• Expected Time (TE): the best estimate of the
time required to accomplish a task, assuming
everything proceeds as normal (the average
time the task would require if the task were
repeated on a number of occasions).
• TE = (O + 4M + P) ÷ 6

88. Showing in Gantt Chart

89. STEP IV: Net Work Construction
• All activities of programme are connected
sequentially to form a network called as
PERT Network.

90. STEP IV: Network Construction
• A PERT chart has its events sequentially
in 10s (10, 20, 30, etc.) to allow the later
insertion of additional events.
• Two consecutive events in a PERT chart
are linked by activities, which are
represented as arrows.

91. STEP IV: Network Construction
• The events are presented in a logical sequence
and no activity can commence until its
immediately preceding event is completed.
• The planner decides which milestones should
be PERT events and also decides their
“proper” sequence.
• A PERT chart may have multiple pages with
many sub-tasks

92. Network Construction
Recruitment
manpower
Plan
Training
Ready for action, schedule &
activity
Plan
implementat
ion
Tender for
equipment
Procurement &
distribution Installation
Results &
Evaluation

93. STEP V: CRITICAL PATH
• The next step is to determine the critical path.
• Critical Path is the longest possible
continuous pathway taken from the initial
event to the terminal event.
• The critical path is the path that takes the
longest to complete.

94. CRITICAL PATH
• To determine the path times, add the task
durations for all available paths.
• Any time delays along the critical path will
delay the reaching of the terminal event by at
least the same amount.

95. 10
30
20
50
40
70
60
80
90
CRITICAL PATH
The duration of path ADFh is 7 working months.
The duration of path ACEG is 9 working months.
The duration of path BEG is 7.5 working Months.
A=1m
G=1m
H=2m
F=2m
E=4.5m
C=3.5m
D=2m
B=2m
E=3.5m

96. CRITICAL PATH
• The critical path is ACEG and the critical time
is 9 working months.
• It is important to note that there can be more
than one critical path or that the critical path
can change.

97. CRITICAL PATH
• A critical path of a project can be shortening
by:
 Fast tracking: performing more activities in
parallel, and/or
 Crashing the critical path: shortening the
durations of critical path activities by adding
resources.

98. PERT: Advantages
• PERT chart explicitly defines and makes
visible dependencies.
• PERT facilitates identification of the critical
path and makes this visible.

99. PERT: Advantages
• PERT facilitates identification of early start,
late start, and dalaying for each activity,
• PERT provides for potentially reduced project
duration due to better understanding of
dependencies leading to improved overlapping
of activities and tasks where feasible.

100. Disadvantages
• There can be potentially hundreds or
thousands of activities and individual
dependency relationships.
• The network charts tend to be large and may
requiring several pages to print and requiring
special size paper.

101. Disadvantages
• The lack of a timeframe on most PERT/CPM
charts makes it harder to show status.
• When PERT/CPM charts become unfamilier,
they are no longer used to manage the project.

102. Thank You