2. 2
PROJECT DEFINITION
“A group of activities that have to be performed in a
logical sequence to meet preset objectives
outlined by the client”
OR
“ Temporary endeavors undertaken to create unique
products, services or results ”
3. 3
PROJECT
The core of the project design therefore is deciding
•WHAT to improve or change
•HOW the project can bring about or contribute
to the improvement or change
4. 4
Characteristics of a Typical Project
All projects are concerned with Change – creating
something new;
All projects exist for a limited and defined period of
time: their lifespan consists of a set of activities with a
beginning date and a target end date (deadline);
These activities must be performed in a logical order;
All projects have clear and measurable objectives,
targets or goals. These objectives must be achieved
within specific constraints, especially time and costs
(budget);
Each project is a new and unique process.
5. 5
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 the project.
Purpose of Project Management.
The purpose of Project Management is to identify,
establish, coordinate and monitor activities, tasks and
resources necessary for a project to produce a product
and/or service meeting the agreed requirements.
6. 6
Different Components of Project Management
Project Integration Management
Processes required to ensure that various elements of the project
are properly coordinated.
Project Scope and Time Management
Processes required to ensure that the project includes all the work
required to complete it successfully in stipulated time.
Project Cost and Quality Management
Processes required to ensure quality and that the project is
completed within the approved budget.
Project Human Resource Management
Processes required to make the most effective use of the people
involved in the implementation of the project.
9. 9
Project Cycle Management
A logical sequence in which the projects are identified,
prepared, approved and implemented is called project
cycle.
It is an approach in project management used to guide
management activities and decision-making procedures
during the life-cycle of a project, from the first idea until
the last ex-post evaluation.
10. Project Cycle Management
Within all institutions the cycle shares three common themes:
The cycle defines the key decisions, information
requirements and responsibilities at each phase;
The phases in the cycle are progressive – each phase needs
to be completed for the next to be tackled with success.
The cycle draws on evaluation to build experience from
existing projects into the design of future projects.
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11. Stages in PCM
There are eight broad stages of project cycle:
Project Identification
Project Preparation
Project Appraisal
Project Approval
Project Implementation
Project Monitoring
Project Completion
Project Evaluation
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13. 13
Project Identification
The possible sources of project identification are;
Development Plans
Sector Surveys
Elected Representatives
Immediate Nature/Calamity Projects
Expansion of On-going Programmes
14. 14
Project Formulation
Projects are usually prepared by the executing organizations/
agencies and it consists of two stages:
Feasibility Study
Project Document
Important Considerations:
Survey of the area
Availability of resources
Yearly allocation
Capacity of Implementing agency
15. 15
Project Appraisal
Critical examination of the project from all aspects is
called appraisal.
Analysis of prospective costs and benefits that leads to
desirability for committing resources.
It is carried out at two stages:
Internal Appraisal
External Appraisal
16. 16
Project Implementation
Project implementation entails intense activities and a
variety of physical work.
Implementation of activities and financial management
should be undertaken in accordance with all the
established guidelines, procedures and regulations
guiding the project.
Implementation of the project is the responsibility of
executing agencies through;
Organization Staff
Project Staff
17. 17
Project Monitoring
It is the systematic review of development projects at
appropriate intervals during implementation through well
defined indicators.
Benefits of Monitoring
Effective Implementation
Timely Completion
Completion within approved cost
Types of Monitoring
Financial Monitoring
Physical/Quantitative Monitoring
Qualitative Monitoring
18. 18
Project Monitoring
Levels of Monitoring
Internal Monitoring
External Monitoring
Key Monitoring Indicators
Allocation of Funds
Release of Funds
Time Scheduling
Technical Parameters
Physical Progress
19. 19
Project Completion
It is a report submitted immediately after the completion
of the project. Major emphasis of the report is on the
following:
Achievements against Targets/Results of the project;
Actual expenses vs. budgeted for the project;
Reasons for:
Under achievement if the desired targets are not achieved;
Delay if there is time over run in the project.
20. 20
Project Evaluation
Project evaluation examines all aspects of the project
design and assess the overall progress towards the
ultimate objectives.
Types of Evaluation
End of project evaluation
Post project completion evaluation
21. Benefits of PCM
PCM is an important function of project
management and can assist local organizations
to learn from past experiences, improve decision
making, streamline communication between
various stakeholders and above all how far the
objectives of the project have been achieved.
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22. Benefits of PCM
When PCM is applied effectively, the following benefits
can be realized;
Goal/Objective Oriented: Implementation of projects
will be in accordance with predetermined objectives and
not on the whims of individuals
Coordinated Project Management: Project execution
will be coordinated and overseen by appointed project
managers, and not by those randomly picked without
proper consideration.
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23. Benefits of PCM
Sound & Objective Appraisal: The project will be
designed and appraised based on sound research and
feasibility criteria, and not on voting and consensus
which does not capture the viability issues
Long Term Planning: PCM improves long-term
planning because the policy setting’ stage includes
strategic review of long term goals and objectives;
Increased Accountability. There will be increased
accountability for results because individuals and teams
will be assigned specific results that they must deliver;
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24. Benefits of PCM
Standard Methods and Procedures. As opposed to a
mixed up process of managing a project, the PCM
approach introduces a standard method and procedures
for running projects stage by stage, which provides
stakeholders with a road map of expected results, at
each stage of the process;
Increased Efficiency in Planning and Use of
Resources. Through the PCM method, project
resources are planned for before the project is executed,
and adjustments are made during project
implementation;
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25. Benefits of PCM
Stakeholder Ownership. This is enhanced because
PCM is a participatory process;
Formal Documentation. PCM requires documentation
of procedures, processes and results. This ensures that
there is an accurate record of information for every
project step;
Enhanced Monitoring and Evaluation. PCM sets in
place a process of monitoring based on agreed
milestones. Without PCM, it is hard to create an effective
monitoring framework and results are hard to establish
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