CHAPTER VI

ADMINISTRATIVE FRAMEWORK

Those who waste their time

they are the first to complain about its brevity

(La Bruyère)

6.1. GENERALITIES

As Mario Tamayo y Tamayo states in the doctoral cycle of Luis Herrera and others.
(1999: 148-152) "every project, in its design, also indicates the technical aspects and
scientists on the subject and proposed problem, which adheres to its objectives, must include
in addition to the logistical aspects of it, that is, how the execution of the
project, for which the administrative part indicates the management of the
resources, time, and budget for the development of the various activities of the
project.

Since science is an activity that must be managed, and that many

sometimes involves the allocation of substantial resources, it must also be governed by strict
cost-benefit considerations.

The administrative framework answers the questions: How will the achievement of...
proyecto?, ¿Con qué recursos se organizará la investigación?, ¿En qué tiempo se investigará?

6.2. SCHEDULE

The schedule is an instrument that must be planned and created.

carefully, in order to oversee the execution of the research project.
Project Development 41 Victor Hugo Abril, Ph.D.

The schedule describes in detail on one side the nature and sequence of
the activities; and, on the other hand, the available time duration of each of these. This implies
to accurately determine what those activities are, based on the technical aspects
presented in the project.

The unit of time can be the day, the week, or the month, and based on these
units calculate the execution of each stage and the total duration of the project, for purposes of
evaluation and determination of human resources (hours/man), materials and financial resources.

Diagrams (bar charts) are generally used for the presentation of the schedule.
vertical or horizontal, circular or pie charts), which allows for better visualization of the
time for each activity and, above all, in those cases where there are several activities in a
same time; since they are structured from Cartesian coordinates.

In simple projects, one of the diagrams traditionally used as

control and communication instrument of the execution programs, is the bar of
Gantt.

MONTHS AND 1 2 3 4 5 6 7 8 9 10
WEEKS
№ ABR. MAY. JUN. JUL. AGO. SEP. OCT. NOV. DIC. ENE.

ACTIVITIES
1 Preparation of the project
2 Pilot test
3 Elaboration of the theoretical framework

4 Information gathering
5 Data processing
6 Analysis of the results and conclusions
7 Formulation of the proposal
8 Drafting of the final report
9 Transcription of the report
10 Presentation of the report

Source: Luis Herrera E. and others (2002: 204)

Project Development 42 Victor Hugo April, Ph. D.

6.3. THE RESOURCES

The most important reason for the existence of projects lies in the need for
to obtain resources. The resources for research are limited and a project is the way
to enter into competition for access to such resources.

In every research project, three resources must be defined:

a. Human resources are the people who will be needed for the work of
investigation, as a team of researchers, advisor, support staff, etc.

b.Material resources are equipment, transportation, office supplies, etc.

c. Economic resources are the money necessary to cover the work, indicating the
financing and the operating budget.

It is very common for projects to start and not finish, or to finish and not be
apply. The institutions that fund projects must have a guarantee that the
The project is viable and feasible. Are the human and technical resources - materials available?
for its execution and application?

6.3.1. Financing

According to Bolívar Costales Gavilanes (2002: 203-208), the study of financing is

one of the most significant sources in project analysis and is often the
limiting factor for the execution of profitable investment alternatives, due to lack of
financial resources, cannot be carried out, especially in countries, where the funds of
investment is scarce.

Financial limitations can occur regardless of the type of sponsor.

whether the project is being considered by an entrepreneur, by a
group of large industrialists (national or foreign), or by a government agency,
or semi-governmental.
Project Development 43 Victor Hugo Abril, Ph. D.

The allocation of financial resources helps and facilitates the execution of a project; and,
If discrepancies arise due to a lack of capital, these can be corrected; only if,
The differences between the estimates and the actual needs are not very significant.

The sources of financing for a project can be internal (self-financing)

and external. At the same time, financing can be short-term and long-term.

A project, regardless of the sector it is located in, requires coverage

fundamentally the financing needs for fixed capital (land, equipment,
machinery, facilities and patents) and working capital or surrounding (raw material,
labor and indirect materials.

Capital needs must satisfactorily cover all phases of

project, according to the schedules and planned arrangements indicating, even, the
requirements for foreign currency or foreign exchange.

The most well-known international funding sources for projects in the field
Latin Americans are:

World Bank (WB) with its three members: International Bank for Reconstruction
and Development (IBRD), International Development Association (IDA), Corporation
International Finance (CFI).
Inter-American Development Bank (IDB).
International Agency for Development (AID).
Andean Development Corporation (CAF).
Bilateral Financing, through Coface of France, the Export Bank and
Importation from the U.S. Eximbank, the Foreign Bank of Spain, and the Eximbank
from Japan.

The organisms that finance projects at the national level through credits are:

National Financial Corporation (CFN).

National Development Bank (BNF).
Project Development 44 Victor Hugo Abril, Ph.D.

State Bank (BdE).

6.3.2. The operating budget

The budget refers to the preliminary calculation of the expenses required for the project.
for its execution (total cost of the work), in order to make economic forecasts
necessary.

For Bolívar Costales Gavilanes (2002: 184), 'the degree of difficulty in the elaboration
the budgets are greater to the extent that the number of processes is greater,
products or services that can be offered.

The budget includes an aspect related to the categories of operating expenses (cost
of materials, mobilization, fees, etc.), easily deductible from analysis of
timeline and the magnitude of the research project.

In addition to specifying the funding sources of the project, it is advisable

indicate the number and type of specialists needed, materials and equipment that will be
employ. It is recommended that at the end of the list of expenses unforeseen items be included, assigning a

10% of the sum of the previous expenses.

EXPENSE CATEGORIES VALUE

Support staff
2. Acquisition of equipment
3. Office supplies
4. Bibliographic material
5. Transport
6. Transcription of the report
7. Unforeseen events

TOTAL

Source: Luis Herrera E. and others (2002: 203)

Project Development 45 Victor Hugo Abril, Ph. D.

In the budget of any project, two types of expenses are presented that according to the
Cost accounting is referred to as direct costs and indirect costs.

a. Direct costs.- These are those that are part of the project and whose allocation to
the same (project) can be done without major difficulty. All these expenses must
to be previously approved and are backed by some type of document for their
execution.

In a research project, direct costs are those generated by

the specific activities, such as: principal investigator, co-investigators,
assistant investigators, technical teams, consumables, expenses of
administration and specific services presented by the department of
research.

b. Indirect costs.-These are those derived from planning, execution or termination.

of the project, but whose assignment to it is not very clear, given that its connection
with the project is not immediate.

Indirect costs vary in quantification, as they are included in

categories that are generally assumed by the institution's administration and not the project administration;

estos gastos son: luz, agua, teléfono, aseo, mensajería, transporte vehicular,
secretaries, etc.