Basic characteristics of projects

1. Clear purpose, goal and SMART objectives. A project must have a clear purpose and
goal. It also needs objectives that are SMART—specific, measurable, achievable,
realistic, and time bound. In addition the goals and objectives must be logically linked
with each other.
2. Defined and documented scope. A project must have a specific and defined coverage
or scope that is expressed in writing.
3. Strategic options to answer identified needs . Propose solutions to a problem or
an identified need of an organization, a community, or even a country. When the idea
of a project is offered, part of its preparation is to do a problem analysis.

4. Specific end results. Projects must be able to articulate the results expected from
the project. These results must be specific and measurable.

5. Ownership support from persons involved at different levels of the project

environment. Projects must be supported by the groups in the organization or
community desiring the change.
6. Specific start and end dates. Projects are constrained by time. Projects are
temporary endeavours and must have start and end dates.

7. Timely deliverables. Projects have activities and tasks for implementation with
tangible outputs to produce. The expected outputs are project markers and must be
scheduled at given periods in the project life.
8. Limited budget. Projects are constrained by available and predetermined funds.
Money is limited and must be budgeted to make sure funds will be sufficient and
used judiciously.
9. Quality constraints. Projects are also limited by the defined quality of inputs and
outputs of the project.
10. Assigned resources. Projects need resources such as personnel, expertise,
equipment, space and other technical requirements. Resources are allocated to be
utilized and organized in the implementation of the project.

What are Projects?

Projects are not routine activities. They are a temporary planned set of activities
with purposes, goals, objectives, and expected outcomes and results.

The three main project constraints

1. Scope 3.Cost
2.Time
also known as the ―project triangle, or the
―triple constraints

Social development projects - are projects that promote the well-being and
strengthening of systems for people in an organisation, an institution, a community
and a nation.

Human development -It is defined as ―the process of enlarging people’s [choices]

and opportunities and improving their well-being; [it] is about the real freedom
ordinary people have to decide who to be, what to do, and how to live.

Some examples of human development projects may include:

• Providing safe drinking water in an upland community

• Improving nutrition of school children in a remote village
• Adult literacy among indigenous peoples
• Poverty alleviation through conditional cash transfers Can you name other
examples of projects in your community?

Project management

―A unique set of coordinated activities, with a definite starting and finishing points,
undertaken by an individual or organisation to meet specific objectives within
defined schedule, cost and performance parameters.‖

―A set of tools, skills, techniques, and knowledge that can be applied to a project in
order
to fulfill that project’s requirements.‖

―The discipline of planning, organizing, motivating, and controlling resources to

achieve
specific goals.‖

―A set of principles, practices, and techniques applied to lead project teams,

control project schedule, costs, performance and risks to result in delighted
stakeholders.
 Project Management Approaches

-For project management to be a systematic endeavour, efficient and logical methods must be
applied. The choice of the approaches will depend largely on the decision of project leaders
and other factors affecting the project.

Project management approaches

1. Project Cycle Management (PCM) and the Logical Framework Approach (LFA) It
provides a guide on how to manage projects and decision-making points from the
perspective of the organisation’s project funding cycle.
2. Project Management Book of Knowledge (PMBOK) is created by the Project
Management Institute Incorporated (PMI) of the United States of America
3. Projects in Controlled Environment (PRINCE2) method is developed by the Office of
the Government of Commerce of Her Majesty’s Treasury Office of the United Kingdom.
4. Microsoft Solutions Framework (MSF) is an approach by Microsoft using tools to
develop ―high-quality, business-relevant technology solutions
5. Rational Unified Process (RUP) is an iterative software development process that gives
premium on best practices in team productivity, and provides industry standards and
technical methods in creating and maintaining software systems solutions
6. Six Sigma Methodologies are based on six sigma principles; two main methodologies
include the Define, Measure, Analyse, Improve and Control (DMAIC) and the Define, Measure,
Analyse, Design and Verify (DMADV) to create new products or process designs to achieve
predictable defect-free performance
7. Agile methods are used by ICT practitioners to deliver software products using iterative
workflow and incremental product delivery in short iterations.

Project Management Cycle

1 .pre-initiation phase
2. initiation phase
3. planning phase
4. implementation phase
5. closing phase.

Pre-Initiation Phase – A preliminary stage by which a programme of action is identified and put
into a coherent plan on higher level.
Initiation Phase – The first phase of a new project. It is an important phase of the project
because it is at this stage when the goals and purpose of the project are defined; and the
rationale and the assumptions of the project are validated.
Planning or design phase – This is also known as the detailed planning stage. The planning
phase involves the work processes where all the activities are listed and specified.
Implementation – This is also known as the project execution phase or the production
phase where all the plans are performed according to the defined scope, quality, schedules and
costs. This is also the phase where the aim is to manage the execution processes and ensure
that ―control mechanisms‖ are working
Closing and Evaluation – This is when the project activities have wound down, deliverables
including reports and financial obligations and disbursements are met and accepted by
respective stakeholders.

The major milestone of the planning phase is ―Project Plan Approved

The implementation phase milestone is ―Scope Complete

If the project is building a road, and the requirements agreed upon were delivered and
when completed, then your milestone can also be named ―First Use
For the closing phase, the major milestone is ―Product Released

Other important aspects

1.Quality
2.Human resources and stakeholders
3. Communication
4.Procurement
4.Risks
5.Coordination and integration

Project Documents
-project documents is another crucial factor that facilitates project success.

The Project Manager and the Project Team

The project manager and the project team members are key stakeholders of the project. They
are expected to plan and manage the implementation of project activities with the goals and
objectives of the project in mind

The Role of a Project Manager

The job descriptions of project managers vary depending on the project context. In general,
project managers must be committed to planning and controlling project activities. They are
mostly the key to project success.

The Role of a Project Manager

The job descriptions of project managers vary depending on the project context. In general,
project managers must be committed to planning and controlling project activities. They are
mostly the key to project success.
Some of the qualities of a team player

1.Demonstrates reliability.
2.Communicates constructively.
3.Listens actively.
4. Functions as an active participant.
5.Shares openly and willingly
6.Cooperates and pitches in to help. .
7.Exhibits flexibility.
8.Shows commitment to the team.
9.Works as a problem solver.
10.Treats others in a respectful and supportive way

Project Stakeholders

Stakeholders are people who are affected directly and indirectly by the project and its end
results. These people come from within the organisation and outside the project environment.

Project Sponsors
A project sponsor is a person or group that approves and provides the financial resources, in
cash or in kind, for the project.

Project Champions
Aside from project sponsors are individuals or groups who may not be officially part of the
organisation or the project itself but can be advocates of influential capacities. These individuals
or persons may come from the environment where the project will be tested or implemented.

Project Influencers

People who are not directly involved in the project but can exert pressures in the way projects
are prepared and implemented are influencers. They can come from the organisation where the
project is hosted or external to the project setting.

Project owners

Project owners are those individuals or groups who usually are the origins of the request for the
project and will be the eventual holders of the end-product results of the project.

Project End Users

Persons or groups who will directly use and benefit from the projects are the project
users or the project beneficiaries. They include clients and customers who will use
the end products of the project.
 Lesson 2
The Initiation Phase
-The initiation phase covers the general analysis and formulation of the whole
project.
The processes include
 the identification and analysis of the stakeholders
 the problem and situation being addressed
 the identification and analysis of the objectives
 the project and management strategy
Preparing, planning and writing up a project requires a certain discipline that
will help the person developing the project think clearly in a systematic manner.

The Logical Framework Approach

-The LFA, also known as the log frame approach, follows a hierarchical
results-oriented planning structure and methodology. Its processes focus on all the
elements of project planning towards the achievement of one project purpose and
overall objective.

The log frame is a tool used to help strengthen project design, implementation
and evaluation processes.

The LFA initiation approach brings about a series of two sets of processes:

1. Analytical set
2. Design set

Analytical set

1. Stakeholder Analysis
2. Problem Analysis
3. Objectives Analysis
4. Strategy Analysis
Design phase

1. Definition of the project elements

2. The assessment of the assumptions and risks
3. The development of indicators

Hierarchy of objectives

1. Overall objective
2. Purpose
3. Output
4. Activity

The project outputs or the expected immediate results of the project are:

1. Participatory management systems established for needs identification, planning and

monitoring
2. Improved sources of safe drinking water
3. Raised community awareness on good hygiene practices

The Analytical Processes

-The analytical processes in project identification cover the following: stakeholder

analysis, problem analysis, objectives analysis, strategy and options analysis.

Stakeholder Analysis

-Stakeholder analysis is a tool that takes into account any individuals, groups of
people, institutions or firms that may have a relationship with and stake, roles
and interests in the project.
Two types of stakeholders:

1. Primary stakeholders - are those people and groups directly benefiting or ultimately
affected by the project.
2. Secondary stakeholders- are intermediaries in the process of delivering aid to
primary stakeholders.

Stakeholder analysis and problem analysis are closely connected as part of

the initial ―situation analysis.

Problem Analysis

-is useful at the initiation or identification phase. It helps

define the problematic situation that needs to be addressed by the project.

Problem tree

-identifies and analyses how problems relate to each other. This is important in deciding which
problems are the ones that a project should focus on and try to address.

Objectives Analysis

-The objectives analysis provides a method to define the objectives of the project.

Objectives - are worded and written in a way that describes the condition which an
improvement to the situation will bring about.

Three branches of means emerged:

1. Improve skills related to livelihood

2. Improve access to information and credit facilities
3. Improve market network

Strategy Analysis

-helps identify which problem and solution will be most suited for your project. Prioritizing and
choosing the most feasible, achievable, desirable
and relevant solutions must follow.

Three clusters of options:

1. Decreasing the demand for farm use
2. Reducing the wastage of household water
3. Digging more wells, protecting the wells and repairing the pumps

Factors in the internal and external environment of the project

1. Feasibility
2. Costs
3. Benefits
4. Probability of achieving objectives
5. Social risks and acceptability
SWOT - strengths (S), weaknesses (W), opportunities (O), threats (T)

strengths and weaknesses - the project’s internal situation.

opportunities and threats -the external environment

that can affect the project during its implementation.

• Policies and laws – local and international

• Economic situation – economic growth rates, market and industry trends,
employment statistics and trends
• Social situation – literacy rates, gender relations, community cohesiveness,
use of technology, media freedom
• Political situation – interest groups, politics in power, and decision-making at
local and national levels
• Cultural situation – norms, values, beliefs, language and ethnicity

Four combinations of strategic options

S-Option: This option involves using your strengths to take advantage of the
opportunities.
S-Toption: This option involves using your strengths to avoid real and
potential threats.
W-Option: This option involves using opportunities to overcome the
weaknesses that you are experiencing.
W-Toption: This option looks at how can you minimize your weaknesses
and avoid threats. When the team or organisation is dominantly weak, this is
potentially a high-risk option

The Project Plan Matrix

The result of the above analysis leads to the preparation of a detailed project
planning matrix or the log frame

The Vertical Intervention Logic

1. Overall Objective
2. Project Purpose
3. Results or Outputs
4. Activities
5. Inputs

(1) Overall Objective

This is the main development objective that the project intends to contribute to in the
long run.
This objective will usually describe what the beneficiaries will obtain from the project,
and is elated to the problem or need the project is seeking to address. Write the
overall objective as it has already been achieved.
(2) Project Purpose (Immediate Objectives or Goals)
The project purpose normally describes a change in the target group’s behaviour due
to the project intervention. This is the immediate reason for a project, describing the
effects that the project is expected to achieve, if it is completed successfully. The
objective should be SMART and written as if they have already been achieved.
(3) Results or Outputs
Results are the goods, services and products that the project makes available to the
target group. Project management must be able to achieve the outputs listed for the
project, provided the requested inputs are available. The results should be SMART
and written as if they have already been achieved.
(4) Activities
Activities are all the steps that the project takes to provide the various goods,
services and products listed as results. Care should be taken to ensure that the
activities listed will realistically lead to the specified result. Activities should be
SMART and written as if they have already been achieved.
(5) Inputs
Inputs are the raw materials of a project and include funds, equipment, supplies,
personnel, premises, etc. Inputs should be specified for each activity, and should be
sufficient to allow the activities to be carried out. The inputs can include the means,
cost and pre-conditions of the project.
Verifiable Indicators

-Indicators are verifiable measures of the progress and success of a project.

Indicators should include the following:

• Quantity – the number of people, services, products, etc.

• Quality – to what standard will this be done
• Time – by when will this occur, how frequent will it happen, and will it end at
some point?
• Location – where will this be taking place?

Means of Verification

-The MOVs are the evidences, reports and methods used to collect the
information/data that will serve to verify the indicators.

Critical Assumptions or Risk Factors

-The critical assumptions or risk factors are situations, events, conditions or decisions
that must exist and are necessary for the project to successfully happen, but are
largely beyond the control of the project.

Risks can include:

• Economic – unstable prices, instability of inflation rates, interest rates, non investments
• Political – presence of conflict, unfavourable government policies
• Social – labour strikes, beneficiaries unwilling to try new techniques, project staff leaving the
organisation, projects related to your project are not able to start or have erratic schedule
• Environmental – project location prone to natural hazards like flood and landslides, worsening
soil, water and air conditions
• Technological – power fluctuations, absence of electricity, unavailable spare parts

Activity Scheduling

-Project planning requires a detailed scheduling of activities that looks at what and
when will be implemented in the life of the project.

PCM-LFA

1.Project the key parameters

2.Context
3.Description
4.Benefeciaries
5.Stakeholders