PROJECT DESIGN AND MANAGEMENT
PROJECT MANAGEMENT PROCESS AND CYCLE
BY
DR JAMES MALUSHA
LEARNING OBJECTIVES
At the end of this session the
participants should be able to :
• Describe the history of project management
• Define project management concepts and describe characteristics of projects
• Identify and discuss the major stages in project cycle
• Describe the content and purpose of a health care project proposal.
• Develop a project proposal.
• Describe the project organization and administration of the project
1.0 HISTORY OF PROJECT MANAGEMENT
All mankind accomplishments started as projects Project management started in the construction
and manufacturing industries
oPyramids in Egypt (2550 BC) oGreat wall of China
oIndustrial revolution in 18
thCentury
oUS Air Force ballistic missiles – “project management”
coined by Bernard Schriever in 1954
Project management has now spread to all
avenue of work
1.1 Great Pyramid of Giza
1.2 The Great Wall of China
2.0 PROJECT MANAGEMENT CONCEPTS
What is a project?
What is project management?
What are the characteristics of a
project?
2.1 What is a Project?
A project is a non-repetitive activity or a one time activity with a well defined set of desired results
An undertaking that has a beginning and end, and is implemented to achieve established goals within a given cost, schedule and quality A temporary endeavor undertaken to create a unique product or service
2.2 Characteristics of a Project
A project
Is Goal oriented Is Change oriented
Has a Definite lifespan (defined start & end) Has Measurable outputs
Resource utilization on temporary basis Is Multidisciplinary or cross functional Is Unique (doing something new)
2.3 Healthcare Projects
Include;
Construction projects (ward, pit latrine, borehole) Introduction of new healthcare services
Renovation projects (office, ward, theater) Research and development projects
Restructuring projects (organization, ministry)
Implementation of Quality Assurance system
Installation of management information system
Capacity building projects (training, awareness)
2.4 Project Management
Involves planning, organizing, directing, coordinating and controlling project resources at a minimum cost within a specified time frame The application of knowledge, skills, tools and techniques to project
activities in order to meet or exceed stakeholders’ needs.
2.5 Participatory Project Management
Health projects often fail because key stakeholders have not been involved in project management process
It is therefore important to use participatory project management approach that includes all the key stakeholders
Healthcare projects must be guided by principles of participation, equity and sustainability
2.6 Project Deliverables
Project deliverables are measurable, tangible and verifiable outputs that results in partial or full achievement of project objectives
Deliverables are quantifiable outcomes that may be interim or finished outputs
Interim deliverables include specifications or plans that are required provide an output Finished deliverables include outputs such as
a refined product or an installed system
3.0 PROJECT MANAGEMENT AND PROJECT LIFE CYCLE
Project management process consists of four major phases in a project lifecycle
Project life cycle shows the developmental stages of a project from beginning to the end
Project lifecycle can be viewed as a series of project phases undertaken to deliver the required project outcome
It is a collection of project activities usually
resulting in the creation of a major deliverable
3.1 Project Life Cycle
Projects are usually completed in phases to ensure that there is adequate time and
opportunity to review the results and make
changes before too much resources are spent on the project
Project phases include:
• Project identification and definition
• Project planning
• Project implementation
• Project evaluation
3.2 Project Identification and Definition
Project selection must be based on needs Project needs are determined by conducting
needs assessment or feasibility study Project definition involves:
• Defining the overall project goal
• Define project objectives
• Defining the expectations of the stakeholders
• Defining the overall scope of the project
• Determine project tasks and activities
• Determine responsibilities
• Determine deliverables
3.3 Project Planning
Project planning involves listing in details what is required to
successfully complete a project a long three critical dimensions
• Quality (specifications)
• Cost (budget)
• Time (schedule)
3.4 Importance of Planning
Planning gives direction to the organization Planning establishes coordinated effort
Planning reduces uncertainties
Planning clarifies the consequences of actions Planning reduces overlapping and wasteful
activities
Planning establishes objectives and standards
that facilitate control and evaluation
3.5 Strategic Management and Project
planning
3.6 Integrated Management of
Projects
3.7 Classification of Projects
Compliance and emergency projects
• Must do projects
• Required to meet regulatory conditions
• Attract penalty if not done
Tactical Projects
• Support current operation
• Designed to improve efficiency, performance or reduce costs
Strategic Projects
• Support long term organizational mission
• Implemented to increase revenue or market share (new
product)
Project implementation
What does project implementation mean?
Project implementation means putting the project plan into practice.
It involves coordinating and guiding the project team to get the work done according to the plan.
The Role of the Project Manager
The key implementation tasks for the project manager or leader include:
• Procuring the necessary resources
• Negotiating for materials, supplies and services
• Leading and building project team members
• Managing project resources effectively
• Resolving conflict or differences among the team and stakeholders
• Controlling and monitoring work in progress
• Providing feedback
• Communicating with stakeholders
Risk Management
Any project, programme or organization faces some element of risk, whether from internal or external sources. It is crucial for the project manager to keep in mind the possibility of risk and develop means of coping with it. Refer to Figure 6.5 for an approach to identifying and assessing risks and developing a plan to deal with them
The risk management process
Step 1 Identify possible risks
• Analyse the project and the operating environment to identify sources of risk
Step 2 Assess the risks Assess risk in term of:
• Severity of impact (from minimal to catastrophic)
• Likelihood of occurrence (from minimal to almost certain)
• Controllability (from relative ease to not at all)
Step 3 Identify risk response actions
• Develop a strategy to reduce risks
• Develop a contingency plan
•
The risk management process cont.
Step 4 Implement the strategy Step 5 Review at least annually
• Risk reduction strategy
• Contingency plan to deal with risks
PROJECT PROPOSAL PREPARATION
What is a project proposal
• A project proposal is a detailed description of a series of
activities aimed at solving a problem affecting an organization or a community.
• Developing your proposal also involves a detailed, step-by-step account or listing of the activities in the order they will need to be done and approximately when they will take place in the overall timetable of the project
Contents of the Proposal
As a general rule, a proposal must contain the following information:
• Programme or project title.
• The name, address and other contacts of the
• organization or entity that is submitting the
proposal, along with a profile of the organization.
• The name of the individual who is responsible
• for its implementation.
• Executive summary.
• Project background (statement of the problem).
• Situational analysis.
Contents of the Proposal cont.
• A clear description of the rationale for the project, the goals and objectives, and the intended
beneficiaries.
• An account of the activities and tasks that must be implemented and the time frame for doing so,
including a Gantt chart.
• Personnel who will be needed to implement the activity and how they have been or will be
identified, including terms of reference for consultants.
• Details of supplies and equipment that will be
needed.
Contents of the Proposal cont.
• Management issues.
• A plan for monitoring and evaluation.
• A sustainability strategy.
• A logical framework
• A budget that covers the entire life of a multi-year project in somewhat general terms and a detailed budget of at least the first year.
• Necessary appendixes (e.g., CVs of proposed project personnel, results of a SWOT analysis, etc.).
How to review a project proposal
Review your draft proposal by answering the following questions;
• Does the proposal address a well-formulated problem?
• Is it a research problem, or is it just a routine application of known techniques?
• Is it an important problem, whose solution will have useful effects or impact?
• Do the proposers have a good idea on which to base their work?
• Does the proposal explain clearly what work will be done?
How to review a project proposal cont.
Does it explain what results are expected and how they will be evaluated?
Is there evidence that the proposers know about the work that others have done on the problem?
Do the proposers have a good track record of doing good work?
The Project Logical Framework
The logical framework – or logframe as it is often called – is a table showing the hierarchy of objectives of a project, together with the critical assumptions, indicators and means of verification.
By identifying the key project elements, a logi- cal framework can facilitate a common understanding between project staff, and between project staff and other stakeholders.
Advantages of using a logical framework are that it:
Using a logical framework;
• Helps to sharpen your thinking about how the project should operate.
• Clarifies the hierarchy of objectives, by identifying the different levels of achievement.
• Shows how the different activities and outputs of a project are related.
• Shows the link between internal project elements (activities, outputs) and external factors (the
assumptions on which the activity is based).
• Shows how the project will be monitored and evaluated.
Elements of a Logical Framework The elements in the logical framework include;
• Project description: Provides a narrative summary of what the project intends to achieve and how.
• Project goal: Refers to the national or sectoral objective for which the project is designed to contribute, e.g., increased incomes,
improved nutritional status, reduced HIV prevalence, reduced crime.
• Purpose: Refers to what the project is expected to achieve in terms of development outcome, e.g increased agricultural production,
higher immunization coverage, or cleaner water.
Elements of a Logical Framework cont.
• Component objectives: When the project/pro- gramme is
relatively large and has a number of components, it is useful to give each component an objective statement.
• Outputs: Refer to the specific results and tangi- ble products (goods and services) produced by undertaking a series of tasks or activities.
• Activities: Refer to all the specific tasks under- taken to achieve the required outputs.
Elements of a Logical Framework cont.
Inputs: Refer to the resources required to under- take the activities and produce the outputs, e.g., personnel, equipment and materials.
Assumptions: Refer to conditions which could
affect the progress or success of the project, but over which the project manager has no direct
control, e.g., price changes, rainfall, political situation.
Indicators: Refer to the information that would help
us determine progress towards meeting project
objectives. An indicator should provide, where
possible, a clearly defined unit of measurement
and a target detailing the quantity, quality and
timing of expected results
Elements of a Logical Framework cont.
Means of verification (MOV): Means of verifica- tion should
clearly specify the expected source of the information we need to collect. We need to consider how the information will be
collected (method), who will be responsible, and the fre- quency with which the information should be provided.
