PART I: PROJECT CONCEPTION
Topic 2: Developing Project
Management Plan and Defining
Project Goals/Scope, Project Design
and Logical Framework
3.0 PROJECT MANAGEMENT
• A set of principles or tools for defining, planning, executing, controlling/and completing a PROJECT
• A discipline of defining and achieving set
objectives
3.1 The five Phases of Project management
1. Defining Project Goals/scoping
2. Planning
4. Monitoring and controlling
3. Organizing/
Launching
5. Closing out the project
3.1.1 Defining the project goals
• Identify and define what has to be accomplished
• Involves understanding and gaining agreement on the overall scope, objectives, risks, costs, time,
• Develop a framework of identifying, tracking, managing and resolving project issues
• Defining metrics to give sense on how the project is progressing (Indicators)
3.1.2 Planning
• Determines how the work will be carried out to completion
• The process of building work plans and involves
Gathering pre-existing documents baseline
Creating work breakdown structures
Raising and allocating resources
Scheduling of resources
• Failing to Plan is planning to fail
3.1.3. Organizing/Implementation
• Involves leading and giving guidance to those in the project
• Entails coordinating and communicating to the people involved
• Assemble the necessary resources for
carrying out the work defined in the plan
3.1.4. Monitoring, Evaluation and Controlling
• This entails establishing a basis of control
• Measuring, controlling and correcting plan
• Sufficient authority needed for resource allocation
• Process facilitates detection of deviations and adjustment of the same once
identified
3.1.5 Closing out the project
Management actions
• Project is closed and resources is released
• Working budget is closed
• Assessing the outcomes against the constraints
• Handing over of the project facilities
• Consolidating lessons learnt
• Complete project audit and documenting results
4.0 PROJECT MANAGEMENT PLAN (PMP)
• is the process for "DOCUMENTING
THE and Coordinating all subsidiary
plans into a project management plan“
Project Management Plan
• PMP comprises of the five main phases of PM
Scoping the Project, - (formulation)
Developing the Plan- (identification)
Launching the Plan, -(implementation)
Monitoring and Controlling,-(M&E)
Closing out the project
The above main phases of projects may further comprise of the following
subprocesses and documents
(outputs):
4.1. Project Management Plan sub-process cont..
– Scope Planning – Scope Definition – Create WBS
– Activity Definition
– Activity Sequencing – Schedule
Development
– Activity Duration Estimating
– Activity Resource Estimating
Project Scope
Management Plan
Schedule Management Plan
Time Management Plan
Resource
Management Plan
Sub process Output
• Cost Budgeting
• Quality Planning
• Human Resource Planning
• Communications Planning
• Risk Management Planning
• Qualitative Risk Analysis
• Quantitative Risk Analysis
• Risk Response Planning
• Cost Estimating
• Cost Budgeting Plan
• Quality Management Plan/Process
Improvement Plan
• Staffing Management Plan
• Communications Management Plan
• Risk Management plan
– Cost Management
Plan
Main task of PMP is the aggregation of the results of this subprocess: that is update and
revisited through the Integrated Change Control Process".
– Plan Purchases and Acquisitions – Plan Contracting
– Procurement
Management Plan – Contract
Management Plan IMPLEMENTATION PHASE
TOPIC 2: DEFINING PROJECT GOALS/SCOPE
MBOYA ROSE A.
PART I: PROJECT
CONCEPTION
TOPIC 2: DEFINING PROJECT
GOALS/SCOPE
• Identify and define what has to be accomplished
• Involves understanding and gaining agreement on the overall scope, objectives, risks, costs, time,
• Develop a framework of identifying, tracking, managing and resolving project issues
• Defining metrics to give sense on how the project is progressing
1.0 SCOPE PLANNING
• Project Scope: Work that must be done to achieve the targets or objectives
• " documents HOW the project scope (WORK) will be defined, verified,
controlled, and how the work break down structure (WBS) will be created and
defined
2.1 Project Scope (Work) Management
• The Project Scope Management ensure, that all of the required targets will be met ... and nothing more:
• This area contains those processes which are "primarily concerned with Defining
and Controlling WHAT IS AND WHAT IS
NOT included in the project"
2.2 Project scope statement
• The scope is defined by writing the project scope statement that must contain the following :
1. WHAT the project will deliver.
2. HOW the targets shall be reached,
namely which steps must be executed to reach the aim. This is the act of creating Work Breakdown Structures is
subdividing the major project
deliverables and project work into smaller, more manageable
components".
Project scope management
• It should include a description / definition HOW .
– the Work Breakdown Structure (WBS) shall be generated
– the formal verification and acceptance of completed project deliverables will be
obtained"
– the requests for changes to the detailed project scope statement will be processed"
HOW the project can Prove that the
demanded deliverables really have been delivered
(objectives met/ Indicators/
outputs, Means of verification)
And finally one has to Control and integrate the changes of the scope: The real world is a collection of changes. One can not act in the world without reacting on changes.
Project Scope Statement cont..
– explains constraints which must be respected
– describes assumptions which are
intergated into the base until corrections will be known
– contains the initial project organization – lists initial defined risks
– contains basic schedule milestones which must be met
Project Scope Statement
Project scope statement
– contains the first cost estimation
– describes the requirements concerning the configuration management and change control
– lists project specifications and
approval requirements
• The Scope of the project in its inherent
sense is the WORK, that must be done to meet the required targets, not the targets themselves (which might be given as
descriptions of features of a product).
2.3 Scope definition
Scope definition
• Scope Definition is the process which generates (refines) the Project Scope Statement " as basis for future project decisions“
• The Project Scope Statement is the nearly most important document of the project
manager
2.4 Scope control
• Scope Control is the process of " controlling changes to the project scope and integrating these changes into the project scope
baseline "
• Naturally the project management has to manage scope changes too.
• Therefore changes are allowed. But they must be integrated into the existing project scope statement by refering to a defined change
process.
• The changes must be documented and give reasons as to why the said changes are made
Scope Control
• Controlling process and activities needed to correct deviations from the plan
• Time
• Cost
• Specification
• Scope
• Risk
Scope control
• Hence scope control is both: avoiding of "unaccepted" new workpackages and integrating "accepted" new
workpackages into the project scope statement and/or into the WBS
• Main output of SCOPE CONTROL IS
INTEGRATED CHANGE CONTROL
2.4.1 Tools and Techniques
• Use of Bar/Gantt Charts
• Use of Project Dash boards:
• Milestone trend analysis: develop milestones
• Logical framework approach
• A Change Control System is a
documented process by which the scope
can officially be changed
Tools for project control
• The Variance Analysis determines the causes of variances relative to the scope baseline
• Replanning can be evoked by the approved change requests and may be realized by
modifications of the WBS,
• Requested Changes can become necessary as result of the scope control
• Recommended Corrective Action(s) can
become necessary as result of the scope control
2.5 Scope Verification
• The success of a project is the reasonable satisfaction of the project owner and his
stakeholders.
• If the project owner doesn't think and speak about their project as a success, the project is not successful, even if in fact all
requirements have exactly been fullfilled.
• Organizing and guiding a positive
communication is an intrinsic task of the project.
• Scope Verification is the process by which the project manager gets " the formalized acceptance of the completed project
deliverables "
Scope verification
• The scope of the project is the work, that must be done to meet the required targets.
But whether the work has sucessfully done or not can only be measured by comparing the generated targets of the project with the required targets.
• In contrast to scope control, Scope
Verification is the process which determines
whether the last valid and approved Scope
Baseline is really met.
Scope verification cont
• Nevertheless, scope verification is
"obtaining the stakeholders' formal acceptance" by reviewing the
deliverables to ensure that each is completed satisfactorily
• Scope Verification is not QUALITY CONTROL : quality control is 'only' concerned "with meeting the quality requirements specified for the
deliverables"
•
2.5.1 Tools and Techniques
• Inspection is the investigation whether the work and its results (deliverables) meets the requirements and the acceptence criteria
• 2.5.2 Process Output
a) Accepted Deliverables in case of success HENCE PROJECT IS CLOSED (Close Project is the next activity)
b) Requested Changes in case of failure
c) Recommended Corrective Actions in case of failure
• For (b) and (c) some changes must be done to the project (Integrated Change Control)
becomes the next activity
TOPIC 2: PROJECT DESIGN AND THE LOGICAL FRAMEWORK
APPROACH
MBOYA ROSE A
PART I: PROJECT
CONCEPTION
Outline
• Logical frameworks
• Introduction to Log frame
• Importance of Log frame
• Terminologies
• Project structure
• Objectively Verifiable Indicators (OVI)
• Means of Verification (MOV)
• External environment (important assumptions)
• Project design
1.0 WHAT IS A LOGICAL FRAMEWORK
• Methodology for designing, planning managing, and managing development activities/projects
• It shows how planned activities will help to achieve the objectives
• Outlines the ramifications of carrying out the planned activities with regards to resources, assumptions and risks
• It consists of analytical and planning phases
1.0 LOGICAL FRAMEWORKS
• Logical frameworks or logic models provide a linear, “logical” interpretation of the relationship between inputs, activities, outputs, outcomes and impacts with respect to objectives and goals.
•
1.1.Logical Frameworks
• They show the causal relationship between
inputs, activities, outputs, outcomes and impact vis-à-vis the goals and objectives.
• Logical frameworks outline the specific inputs needed to carry out the activities/processes to produce specific outputs which will result in
specific outcomes and impacts.
Logical framework
• Logical frameworks do form the basis for monitoring and evaluation
activities for all stages of the
programme.
1.2 Logic models are valuable tools for:
• Programme Planning and Development: The logic model structure helps think through your programme strategy—to help clarify where the programme is and where the programme should be.
• Programme Management: Because it
"connects the dots" between resources,
activities, and outcomes, a logic model can be the basis for developing a more detailed
management plan.
Importance of Log frame
• Using data collection and an evaluation plan, the logic model helps track and
monitor operations to better manage results.
• It can serve as the foundation for creating budgets and work plans.
• Communication. A well-built logic model
is a powerful communications tool.
Importance of Log frame
• It can show stakeholders at a glance what a programme is doing (activities) and what it is achieving (outcomes), emphasizing the link between the two.
•
Logic models show what resources the
programme will need to accomplish its goals;
what the programme will do; and what it hopes to achieve, emphasizing links between these aspects.
Log frame
• A series of “if-then” relationships connect the components of the logic model: if resources are available to the programme, then programme activities can be implemented; if programme activities are implemented successfully, then certain outputs and outcomes can be expected.
Log frame
• The logical framework does not try to account for all of the factors that may influence a
programme’s operation and results like a conceptual framework.
• Instead, the logic framework focuses on the
programme’s inputs, activities, and results. This narrow focus assists programme managers and monitoring and evaluation planners as they
clarify the direct relationships among elements of particular interest within a specific programme.
1.3. Terminology for the logical framework matrix
• “Goal” refers to the sectoral and national
objectives to which the project is designed to contribute. The goal can also be thought of as describing the expected impact of the project. It is a statement of intention that defines the main reason for undertaking the project.
• “Purpose” refers to what the project is expected to achieve in terms of its development outcome.
The purpose relates only to the beneficiaries, a specific area and a timeframe.
•
Terminologies
• “Objectives” provide a logical link between the outputs and the project purpose.
• “Outputs” refers to specific results and
products (goods and services) produced by undertaking a series of activities.
• “Activities” refers to actions and tasks
undertaken to achieve the required outputs.
Descriptions of activities should not include too much detail, because they easily become too lengthy.
Terminology for the logical framework matrix
• “Inputs” refers to the resources required to undertake the activities (e.g. personnel,
equipment and materials). They should not be included in the matrix format.
• “Assumptions” refers to external conditions that could affect the progress or success of the project. The project manager has no direct
control over these conditions (e.g. the inflation rate, upcoming elections).
• Assumptions relate to conditions that must pertain (exist, be in place) in order for project
objectives to be achieved (e.g. peace, economic stability).
Terminologies cont.
• Conversely, “risks” are conditions or events that might prevent the attainment of objectives (e.g.
conflict, economic collapse).
• “Indicators” refers to information/observations that would help us to determine progress made towards attaining project objectives (
• “Means of verification” (MoVs) refers to the expected source of the information we need to collect. MoVs should clearly specify this source.
They ensure that the indicators can be
measured effectively by specification of types of data, sources of information and methods of
collection
1.4 The questions the logical framework answers
• Why: a project is carried out –objective
• Who will benefit
• What: the project is expected to achieve
• How: the project is going to achieve it
• Which: external factors are necessary for the projects success
• How: we can assess the success
• Where: will we find the data to assess the success of the project
• What: the project will cost
• When: the project will be undertaken
1.4 The questions the logical framework answers
A logframe analysis attempts to answer the following questions:
• Where are we going?
• How will we get there?
• What will tell us that we have arrived?
Accordingly, the logical framework matrix summarises:
• What the project intends to do, and how it will do it;
• What kind of effects are expected;
• What the project’s key assumptions are; and
• How outputs and outcomes will be monitored and evaluated.
1.5 Layout and logic of project planning Matrix
• The project planning matrix has both a vertical and horizontal consistency
(intervention logic), which links together
the different squares
1.5 Layout and logic of project planning Matrix
Descriptive summary (Intervention Strategy)
Objectively verifiable indicators
Means of verification
Important assumptions
Goals
To which the project
contributes
Measures of goal achievements
Monitoring exercises, evaluations, surveys etc
For sustaining the achievement of the Goal in the long term
Project purpose Measures of project
achievements
Observations, surveys, reports or regular
evaluations
For achieving the goal
Outputs Measures of achievements of the outputs of project
Regular
monitoring of the project
For achieving the project purpose
Activities Means:
Resources
costs
1.5.1 Project elements and intervention logic (vertical) 1
• Goals (overall) objectives- Long term objectives to which the project should contribute by means of achieved
• Outcomes (project purpose)- Specific objectives of the
projects which should bring sustainable outputs to the target group and which should be me by combination of produced
• Outputs (results) -Products of undertaken
• Activities –The things or actions that must be done to achieve the results (outputs)
1.5.1 logframe
• Vertical logic
-Inputs activities outputs
• goal purpose
• Defines a series of causative (means-ends)
linkages which connect actions and results in a purposeful manner
• Assumptions are part of the vertical logic
• If Activities +Assumptions then outputs
• if Outputs + Assumptions then purpose
• If Purpose +Assumption then Goal
1.5.2 Intervention Logic (horizontal) 1
• The vertical logic does not provide
sufficient detail for implementation or evaluation purposes
• The objective of the horizontal is to
measure the resources and the results of a project through the identification of
objectively verifiable indicators
• Goals project purpose and outputs must
be described in operationally measurable
terms
The horizontal logic 2
Descriptive summary
Objective verifiable indicators
Means of verification
Important assumptions
Development Goal
Specifying Goal
For respective indicators
Project Purpose Specifying purpose
For respective indicators
Results/Outputs Specifying results
For respective indicators
Activities input costs
Objectively verifiable indicators
• An indicator is an explicit and observable statement of expected results
• They refer to what will be measured or observed in order to evaluate progress or lack of it
• Evaluation is based on evidence not opinion
• Objectives must be “SMART” (specific,
measurable, achievable, realistic and time bound)
Means of Verification
• These are sources of information to be used to verify each indicator
• The value of an indicator is limited to the means and resources available to verify it
• Sources of evidence on all important evidence of an indicator should be identified for purposes of reliability and comprehensiveness of the date
Assumptions
• These are the external conditions that must exist if the activities are to succeed
• i.e are not under the direct control of the
project manager
Assessment of Assumptions
• 1st question
• 2nd question
• 3rd question
•
An Assumption
Is the assumption important for Achieving the project objective?
How sure are you that this assumption will occur?
Can the project strategy be (re)designed to make this
assumption unnecessary
Redesign the project e.g add activities or outputs or
reformulate purpose statements
YES
NOT SURE
YES
NO: To be left out
Quite likely :to be included and monitored
ALMOST CERTAIN To be left out
NO: high risk project that may need to be rejected
Exercise 2
• Identify a project of your choice and
develop a logical frame work for it
1.6 The power of measuring results:
• If you do not measure results, you cannot tell success from failure.
• If you cannot see success, you cannot reward it.
• If you cannot reward success, you are probably rewarding failure.
• If you cannot see success, you cannot learn from it.
• If you cannot recognise failure, you cannot correct it.
• If you can demonstrate results, you can win public support and donor interest.
