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Resource 11.

TRAINING MODULE IN PROJECT MANAGEMENT (Created by the Institute for Development Management, Botswana for the NGO Institute, STF. (Some materials in this module have been extracted from A Guide
to Project Management Body of Knowledge, 3rd. edition, 2004) What is a project? A temporary endeavor undertaken to create a unique product or service.

The Three Ps Program- operates over the long-term, and is designed to use the organizations resources to impact a specific subject area that is part of an organizations mission to improve public health. Project- has a beginning and end, defined resources, and creates a unique product or service. Process- part of the ongoing operations of the organization; may be introduced or changed over time, but once established, an organizational process operates on a continuous basis without a specified end.

Working definition of 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 a project. (Guide to the Project Management Body of Knowledge Project Management Institute 2004)

Project Management in Your Organization What are the current methods of project management in your organization? What project management issues is your organization facing?

Important Characteristics of Real Life Projects

Accomplish with shared resources often only available on part-time basis Require cross-functional team work Involve uncertainty and are subject to change during execution Subject to specific deadlines and time and resource constraints Project manager often lacks functional authority over team members Proven Benefits of Project Management Provides clear roles, responsibilities, activities and schedules for team efforts Includes a method for considering the consequences of decreasing or increasing funds, resources, time, or quality Specifies a detailed plan of how to achieve our objectives Assists in the realistic assignments of tasks and responsibilities to team members according to the skills and resources available Gives structure to communicating the progress of projects Allows teams to identify potential problems and take preventive action early Keeps management officers and project stakeholders well-informed and supportive Helps manage pressure for expanding the scope of projects without proper decision criteria and analysis of changes

Diverse Skills Needed for Project Management Planning skillsthe ability to plan the use or organizational resources of time, personnel, budget, facilities, equipment, and supplies to achieve organizational objectives Technical skillsthe specific professional technical skills needed for a project. People skillsthe ability to manage and motivate people who will implement the project activities, communicate effectively with stakeholders, and resolve conflicts and interpersonal problems.

What skills make the best project managers so good? 1. 2. 3. 4. 5. 6. Communication: listening, persuading, negotiating Organizational: planning, goal-setting, analyzing Team building: empathy, motivation, team spirit Leadership: sets example, energetic, vision, delegates, positive attitude Coping: flexibility, creativity, patience, persistence Technical: experience, project knowledge

Project Management Method

Step 1: Select project


Define project scope: Selecting Priority Projects

Where do we begin? Project selection can be a difficult process, especially when there are a large number of potential projects competing for scarce dollars. Some selection methods are highly intuitive; some very political. Others try to add rigor through more scientific selection processes.

Two rules to follow: 1. Make selection process transparent (who is involved, process used) 2. Make criteria used to evaluate projects explicit (spend time defining your criteria clearly) Selection Criteria Matrix: Un-weighted Criteria

Item
Project A Project B Project C

Criteria
Cost

Available technical support

Stakeholder acceptance

New and innovative

Our Winner!!

0
Total: 15

0
Total: 16

0
Total: 15

0
Total: 0

0
Total: 0

Project Agreement

What: A written description that clearly communicates what the project is (and is not) When: Ideally, at the beginning of a project. Also useful to develop one for a project already started. Update it as needed. Why: Establish agreement between project team members and stakeholders about what the project is (and is not) Build team member commitment team should write the charter together Foundation for project planning Helps in managing expectations Communicate project to others

Project Stakeholders 1. Within the team Project manager Team members 2. Within the organization Internal customers Project sponsor Senior managers Functional managers 3. Outside the organization External customers Collaborating organizations Affected organizations Vendors

The Rule of Unmanaged Expectations

Stakeholder Acceptance and Success Remember our working definition of project management the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations. Q Quality x x A Acceptance Acceptance of the project results by stakeholders 1-10 = = S Success

What you think is good (technically) 1-10

Success of the project effort 1-100

Project Agreement Development Meeting

Allow 2 hours to half day, depending on complexity or project Recognize that the process and team involvement is as important as document Ensure participation by all team members Use group techniques such as brainstorming and consensus Do not let the project manager dominate the meeting

Project Deliverables Define the measurable, tangible items that must be produced to complete the project When all deliverables are completed the project is complete Usually subject to approval or project manager, sponsor, or customer

Project Quality: Critical Success Factors Factors critical to the success of the project Outcomes or quality requirements If not achieved, will jeopardize success Internal and external factors Stakeholder interests Technical requirements Helps team focus efforts on most important aspects of project

Project Assumptions Factors the team considers to be true, certain, and necessary for a successful project Should be documented and validated that they are true Create a risk to project if they are not true

The Triple Constraint What do project managers really manage?

Time how fast?

Cost how much?

Quality/Scope how good? Managing the Triple Constraint: Set Priorities Need to discuss with customer and sponsor near startup and agree on priority order. May change over time, but a change is a significant event!

Constraint Time Cost Quality/ Scope

Measurement
Clinical monitoring software must be completed by October 31 of this year to accommodate multi- site start- up.

X X X

Costs for the project must not exceed $1.5 million. Must provide monitoring software that meets specifications for 120 clinics.

Change Management Request for changes to project elements or scope need to be analyzed and approved Impact of changes on project need to be documented Changes that impact project need to be negotiated (they may require more budget, time) Approved changes need to be recorded Tools: Change Request Form Change Log

Step 2: Define project activities


Work Breakdown Structure Based on project scope, objectives, and/or deliverables Organizes and defines work to be done Divides work into logical, manageable segments May be organized By phase of the project By component Objective is to identify all project tasks that must be completed with action verbs

Work Breakdown Structure


Graphical Format
Project Project Description Description Deliverables Deliverables
Conduct aaone-year HIV/AIDS awareness and prevention Conduct one-year HIV/AIDS awareness and prevention media campaign targeted toward youth ages 12-16. media campaign targeted toward youth ages 12-16.
Youth Advisory Youth Advisory Board Board 1. Establish 1. Establish Youth Advisory Youth Advisory Board Board
1.1 Meet youth 1.1 Meet youth organization organization stakeholders stakeholders 1.2 Write policy 1.2 Write policy memo memo 1.3 Select youth 1.3 Select youth board members board members 1.4 Hold first board 1.4 Hold first board meeting meeting

Youth Media Youth Media Campaign Campaign 1. Develop 1. Develop Media Plan Media Plan 2. Launch 2. Launch Tabloid Youth Tabloid Youth Magazine Magazine

Activities Activities

Tasks Tasks

2.1 2.1 2.2 2.2 2.3 2.3 2.4 2.4

Select team Select team Audit youth Audit youth media strategies media strategies Write-up 22 year Write-up year media plan media plan Obtain Obtain management management approval of plan approval of plan

3.1 Select 3.1 Select magazine team magazine team 3.2 Bid contract 3.2 Bid contract 3.3 Develop 3.3 Develop samples samples 3.4 Select design 3.4 Select design 3.5 Develop 3.5 Develop content plan content plan 3.6 Develop 3.6 Develop distribution plan distribution plan

Determine Time for Each Task


Activities Activities
1. Establish 1. Establish Youth Advisory Youth Advisory Board Board

Tasks Tasks

1.1 Meet youth organization 1.1 Meet youth organization stakeholders (5 days) stakeholders (5 days) 1.2 Write policy memo (1 day) 1.2 Write policy memo (1 day) 1.3 Select youth board members 1.3 Select youth board members (5 days) (5 days) 1.4 Hold first board meeting (5 1.4 Hold first board meeting (5 days) days)

Work Breakdown Structure


Indented List Format
Tasks Time Estimate
(Days)

HIV/AIDS Aw areness Campaing for Youth 1. Establish Youth Advisory Board 1.1 Meet youth organization stakeholders 1.2 W rite policy memo 1.3 Select youth board members 1.4 Hold first board meeting

Work Breakdown Structure Level of WBS detail depends on audience and the scale of intervention Larger intervention = more complex WBS Eliminate any tasks not absolutely necessary Foundation for schedule and staff responsibility assignments

Lets have a party!


Clean room (30 minutes) Begin party! (0 minutes) Start Project (0 minutes)

A simple example
Buy food & beverage (90 min) Make food (90 min) Set up tables and chairs (30 min)

Mix beverages (30 min) Compose menu (45 minutes)

Step 3: Determine task dependencies and critical path


A simple example:

Network Diagram Start by writing each task from the WBS on a sheet of paper Create a network diagram that shows how the activities can be implemented step-bystep

Network Diagram
Set up tables and chairs

Clean room

Start Project

Begin party! Make food

Compose menu

Buy food & beverage

Mix beverages

C ritical Path A nalysis (3)


Start 0
Duration 30 m in

Finish 30

S tart 30

Duration 30 m in

Finish 60

C lean room
S tart 0
Duration 0

Set up tables and chairs


S tart 225 S tart 135
Duration 90 m in Duration 0m in

Finish 0 Finish 225

Finish 225

Start Project

Begin party!

M ake food
Start 0
Duration 45 m in

Finish 45

S tart 45

Duration 90 m in

Finish 135

C pose om m enu

Buy food & beverage


S tart 135
Duration 30 m in

Finish 165

M beverages ix

Critical Path Analysis Critical path = the longest path from the beginning of the network to the end. If the activities on the critical path are delayed, the project is delayed Critical path activities represent the activities that the project manager has to oversee the closest. Slack or Float = those where there is extra time built into the schedule

Ways to Reduce Project Duration Do activities at the same time instead of in sequence Overlap activities (start the next activity before proceeding one is fully finished) Reduce project scope Change technical approach Add additional resources to crash project activities (make them move faster)

Criteria to Crash Activities Activities on the critical path! Less expensive to crash Less likely to have negative impact on quality Earlier vs. later in the project Longer vs. shorter duration Bottleneck activities Labor intensive low skill Under management control

Step 4: Develop schedule


Built upon the previous tools Work breakdown structure Network analysis Critical path

Why is it so important? Gantt Chart Use the Gantt Chart to Communicate project plan easily to a variety of audiences Update project progress efficiently Monitor task implementation and make adjustments

Monitor the critical path! Gantt Chart Schedule


Start Date Finish Date Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8

Project Schedule: Tasks

(1a) Cultural belief vaccine not safe Monthly meetings on immunizations with women's cooperatives Develop curriculum
Assess needs among audience Create content based on assessment Obtain approval for curriculum

31-Jan

4-Feb

Design evaluation
Meet w ith evaluation staff Develop evaluation instrument Test and revise

Schedule meetings
Meet w ith cooperatives' scheduling officer Determine staff availability Schedule meetings at coops

Meetings at Coops Completed Planned Actual

Reporting Progress:

Milestone Chart

Activity key

Milestone

Time elapsed
Week Week Week Week Week Week Week Week 1 2 3 4 5 6 7 8

Monthly education meetings on HIV/AIDS with women's cooperatives Curriculum completed Evaluation plan and tools completed Meetings Scheduled Meetings at Coops Completed

Step 5: Assign Staff Responsibilities


Critical for ensuring success; must be clear to everyone One staff person (only) responsible for ensuring a task is completed Three categories of responsibilities: Responsible lead staff person Participant other staff participating Approval staff who must approve final product or action (only if needed)

Assign Responsibilities

Tasks
Start Date End Date

Schedule
Wk 10 Wk 11 Wk 12

Responsibilities

Project Status
As of (date)

Wk 1 Wk 2 Wk 3 Wk 4 Wk 5 Wk 6 Wk 7 Wk 8 Wk 9

Responsible

Participant

Approval

Monthly education meetings on HIV/AIDS with women's cooperatives Develop curriculum


Assess needs among audience Create content based on assessment Obtain approval for curriculum

31-Jan

4-Feb

Janna Janna Janna James James Anisa Anisa Brian Brian Sandi Sandi Audrey

Team James James Janna Janna Laurel Laurel Anisa Anisa Janna Janna Staff

Mike Mike Mike Mike Dave Dave Dave Mike Complete

Design evaluation
Meet w ith evaluation staff Develop evaluation instrument Test and revise

Complete

Schedule meetings
Meet w ith cooperatives' scheduling officer Determine staff availability Schedule meetings at coops

Complete

Kathy

Meetings at Coops Completed

Milestone

Critical Path

Planned Actual

Activity key

Step 6: Develop project budget


Developing Program Budgets What needs to be done? (easy to know with a good work breakdown structure) Who should do it? (project team member, outside contractor, other?)

What physical resources do they need to do it? How much will it cost?

Decide on how much, how many, & why? Personnel: professional, administrative, support staff

Facilities: office space, clinics, special requirements Equipment: computers, copiers, fax machines, medical equipment, vehicles Supplies: vaccines, medical supplies, office supplies, petrol Contracts: special services, maintenance, other Travel: who, where, how, length of stay, how many times

Calculate the financial resources needed Physical Resources 1. 2. 3. 4. 5. 6. Personnel Facilities Equipment Supplies Contracts Travel >>>> >>>> >>>> >>>> >>>> >>>>
E tim te s a d
B d e Ite u gt m P rs n e e onl E u mn q ip e t S p lie up s Fc s a ilitie Cn c o tra ts T vl ra e O e th r
A tiv c ity

Financial Resources Salaries, fringe benefits, etc. Rent, mortgage, utilities, etc. Rental, purchase, maintenance Estimate unit cost Estimate annual cost Transportation, lodging, meals, per diem, etc.
Cs ot
A tiv c ity

Po c r je t Ya 1 er
A t ity civ

T ta c s o l ot

T ta o l

How to Present a Budget

May need a variety of formats Level of detail depends on audience When presenting for funding approval include: Budget Summary Detailed Budgets by Program Intervention Budget Justification

Summary Budget Budget Item

Variance Analysis Planned Budget Actual Expenditures

Quarter 1/Year 1 Budget Variance (Actual Planned)

Personnel Equipment Supplies Facilities Contracts Travel Other

Total

Risk Management You have planned your project down to the last detail.what could possibly go wrong??? Quite a lot!

How to manage risk

Identify Quantify Prioritize Develop risk reduction strategies

Areas of Risk Schedule (unrealistic) Resources (not available when needed; under qualified people) Budget (when resources are uncertain)

Scope (technical requirements and changes) External Events (policy changes, crises)

Uncertainty = Risk

Step 7: Risk Management Plan


1. Review project plan with team and identify risks that could impact project in these areas: What could cause delays to the schedule? What might threaten the quality of the projects end product? What factors or events might increase costs beyond the budget? What is risk of people or resources not being available when needed?

2. Evaluate the probable causes of each risk 3. Evaluate the importance of each risk by asking: What is the probability that this risk will occur? What would be the impact if the risk should occur? How much control do we have over this risk?

4. For risks with high risk index, create management plan that includes: Preventive plan to prevent the risk from occurring Contingency plan to define what we will do if the risk occurs Trigger point for contingency plan Assign a risk manager for each risk

Risk Management Plan Enter risk scenario (how an event could jeopardize project outcome) Rate probability, impact, and degree of control using rating scale of: 1 = Low 2 = Medium

3 = High Compute risk index using formula: Risk Index = Probability * Impact Control

If possible, enter financial impact. Determine actions to take: Ignore (do nothing) Eliminate (sidestep) Manage For managed risks, indicate mitigations and contingencies and assign risk manager. Log actions taken as they occur.

Risk Identification Worksheet


Scenario:

Probability

Impact

Control

Index

Financial Impact:

Action to be Taken: Prevention plan:

Ignore

Eliminate

Manage

What to do if risk occurs:

What event will causeact? take action? is the trigger to us to

Manager of This Risk:

Actions Taken

Create plan to communicate with stakeholders

Action:

Date:

Communication Plan Keep stakeholders up to date on project progress Need to write it down in a formal plan and follow it Helps entire team communicate effectively about project Important to define responsibilities Maintain delivery schedule once it is established

Keep Communication Simple The Two-Floor Rule Every stakeholder should receive information at just the right level of detail for them. High-level managers wont want to see all the details of the project. Your team members need to see a great deal more. If your level of reporting is appropriate, and one of your stakeholders steps into the elevator and asks about the status of the project, you should be able to brief him or her by the time the elevator stops two floors away. Communication Requirements Project sponsor and customers are fully aware of state of project All other stakeholders who need to be informed of project progress are receiving adequate information Team members are fully aware of state of project, including any revisions or changes Team members understand their specific assignments and how they fit into the overall project Project team meets on regular basis to discuss accomplishments, status, share new information, and plan near term activities

Communication Plan

Stakeholder

Important issues for this stakeholder Chief Financial Project is Officer completed on budget

Types of How often we Person communication we will communicate responsible will use with them Budget variance Monthly report; milestone chart

Track and manage the project Execute and control Execution and control happen at the same time. Purposes of project control: Finding and resolving problems before they have a negative impact Tracking costs and resources Generating revised plans Maintaining team member commitment

Project Management Life Cycle


Level of Activity (3) Executing

(2) Planning (1) Initiating (4) Controlling (5) Closing

Time
Project Control Day-to-day effort to keep project work on track and according to plan Control based on completed work (not completed % of work) Control data must be built into work processonly data needed! Control data must go to person who does the work Control of a complex process through breaking down levels of control Control system must focus on response, otherwise it is ineffective

Control vs. People Projects are managed through people Control applied to project plan, not to people People require participative management and use of soft skills

Result Role of effective communication in facilitating project results

Three Kinds of Project Reviews Project status reviews Project design reviews Project process reviews

Three basic questions: 1. What is the actual status of the project? 1. If a difference between actual and planned exists, what caused it? 1. What should be done about it? Open Task Reports Use subset of project plan listed tasks that were required for the period Add tasks for next period (time between project meetings) Using open task report, get status of every task that should have been completed since last meeting Use entire team to identify issues and make plan to resolve them write it down!

Open Task Reports Project period: Tasks Due Person Plan start Plan finish Status/Actions

Budget Variance:

A Critical Project Control Tool

Develop a system of budget monitoring and reporting (monthly and/or quarterly) Include schedule and responsibility for budget reporting tasks in Gantt Chart

Control budget variances (planned vs. actual expenditures) on a regular basis

Project Budget Variance Analysis Time Period: ________________________ Budget Item Planned Budget Actual Expenditures Budget Variance (Actual Planned)

Total

Project Design Reviews Applies only to projects in which a new product or process is being designed Does it meet agreed upon specifications? Is it customer or user friendly? Can we produce/maintain it? Are product specifications still appropriate? Does it meet the needs? Focus is on how the team is doing the project work What part of our work process is going well? Does everyone have what they need? Are we working well as a team? Are stakeholders involved and satisfied? What do we want to improve?

Project meetings should

Be structured to increase team cohesion Keep the team fully informed of new developments about sources external to team Ensure the team works together to decide necessary changes Help the entire team share responsibility for meeting all of the project objectives Be evaluated periodically by participants to make sure they are effective and meeting the project needs

Change Management Request for changes to project elements or scope need to be analyzed and approved Impact of changes on project need to be documented Changes that impact project need to be negotiated (they may require more budget, time) Approved changes need to be recorded Tools: Change Request Form Change Log

Principles of Effective Project Control Always have an updated plan Hold regular project control meetings Have team members regularly report progress Ensure team members are accountable to each other Correct small deviations as they occur Focus on team problem-solving Types of Projects Difficult to Control Large projects with complex communications Geographically dispersed projects Projects requiring high technical standards Long duration projects with personnel turnover Projects with multiple subcontractors

Five Essential Elements Function to be controlled Control standard Control authority Control mechanism

Variance indication

Effective Control Processes Relevant Efficient Simple Timely

Close-out and post-project review

Post-project Review Critical process for learning from organizational experience Important to document knowledge gained for others who come later Important time for self-reflection and analysis after the project

Close-out Activities 1. Project review and feedback from customers and sponsors 2. Team analysis of project process and ideas for improvements 3. Create final close-out report

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