Program or project management process report

Programme/Project Management Process

By Danes Ganancial

Project Management

proj· ect (noun) - refers to a specific plan or design; a planned undertaking.

man· age· ment (noun) - is the act or art of managing: the conducting or supervising of something; judicious use of means to accomplish an end.

man· age (verb) - to handle or direct with a degree of skill; to work upon or try to alter for a purpose; to achieve one's purpose

What is project management?

Project Management

Project: “A project is a temporary endeavor undertaken to create a unique product, service, or result.”

Project Management: “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.”

The body of knowledge concerned with principles, techniques, and tools used in planning, control, monitoring, and review of projects.

PMP, Project Management Professional: “the profession’s most globally recognized and respected credential”

What is program management?

Program Management

Program: “a group of related projects managed in a

coordinated way to obtain benefits and control not available

from managing them individually.”

Program Management: “the centralized management of a

program to achieve the program’s strategic benefits and

objectives.”

Process of managing multiple related projects at once.

Where project management is often used to describe one project,

program management involves multiple projects that are all

related and working toward the same goal or result.

Program Management or Programme Management Process

is the process of managing several related projects, often with the intention of improving an organization's performance.

Key elements of the project management framework, include project stakeholders, the project management knowledge areas, common tools and techniques, and project success factors.

Project characteristic

Beginning and End

Agreed, well defined outputs and outcomes

Balance between time, cost and quality

Interrelated tasks grouped into phases

Temporary, often multidisciplinary project team brought together for the project

Might entail involvement of people from other units or organizations

The Project Manager has its role and function ...

Roles and Function

Steward

Researcher

Planner

Recruiter/organizer/motivator

Director/coordinator/delegator

Monitor/evaluator/documentor

Steward

The primary role of a development manager is to maintain the harmonious relationship between human, resource and environment. He/she should not sacrifice this delicate philosophy for profit. Recent incidents on environmental pollution that have caused debilitating sickness and death to thousands of people and other living things have been blamed on managers.

Researcher

As a researcher, the development manger is expected to oversee the research activities involved in carrying out the project. The immediate responsibility of a development manger is to manage the conduct of the feasibility or baseline study needed in planning a project.

Planner

As a planner, the development manager is expected to directly manage the operationalization of the project document. This means identifying the key indicators for each key factor found in the objectives, outputs, activities and inputs presented in the project document. This also requires determining the target beneficiaries at all levels.

Recruiter/organizer/motivator

The development manager is expected to recruit new staff with the desired skill, or to assign existing qualified staff to certain project activities. At the same time, the development manger should organize the staff into work teams and to see to it that the other resources or inputs for the implementation process are ready for mobilization. Besides, a development manger should motivate the project staff to work and to experience self-fulfillment, a key to project commitment.

Director/coordinator/delegator

The development manager should be able to clearly direct project staff in following the plan. He/she should also coordinate with partner organizations in carrying out promptly their respective plans. When needed, he/she should delegate appropriate activities to competent staff.

Monitor/evaluator/documentor

The development manager should be able to direct the M&E staff in carrying out tasked efficiently and effectively. The same manger should be able to show the staff that he/she makes use of hard data for policy-making, planning, and decision-making. He/she should also document the valuable development process.

Project management technically covers

the following steps found in the management of programmes.

① Project formulation

② Project review and approval

③ Project implementation

④ Project monitoring, evaluation and reporting


The first step in formulating a project is to define the broad outcomes that are expected to be completed by the time the project ends.

These outcomes should be aspirational but also realistic. They should also be clear and concise. Once identified, the specific outputs and activities to achieve the outcomes must be defined.


The outputs and activities are the details of how the outcomes will be achieved. The project document should also include indicators – both baseline and aspirational – to allow for the monitoring and evaluation of the project and to measure results.

The document should include a clear description of how the project will be implemented, including management arrangements, costs, strategy and required inputs.


The project should plan for annual work plans that define the activities that will take on an annual basis to advance the achievement of the overall outcomes.

Many projects employ full time technical staff that has experience and expertise to implement such projects and to build the capacity of staff.

② Project Review and Approval

Just as tracking and monitoring are critical to controlling a project, so too is reviewing. One of the major causes of a project getting off track is the lack of attention to:

Formal and consistent project reviews Setting up and using informal

assessment methods.


The focus of project reviews is to ensure that information is being shared and communicated. Where tracking and monitoring focused on the process of measuring actual project performance to the baseline, reviewing focuses on sharing that data and other related information with the project team and stakeholders throughout the project.


As in all other areas of project management, the review process needs to be tailored to the specific project. There is no formula for defining the type and frequency of project reviews.

However, there are some minimum activities that should be performed, such as:

Status meetings should be held and attended by project team members responsible for key project organization and deliverables;

Executive Reviews - as needed;

Team meetings - as needed;

Independent Reviews - as needed, will depend on the size of the project and the risk. However, each organization is encouraged to develop its own schedules and standards for quality reviews;

Technical Reviews - are driven by the life cycle being used and the particular stage of the project. For example, during system design, the reviews are concerned with the stage of the design and detailed design reviews, possible design walkthroughs, and peer reviews.


Project Quality management ensures that there is adequate review of project deliverables at phase completion.

Approval is a formalized process ensuring that the appropriate levels of testing and review have been completed.

The process of ensuring that appropriate approvals are obtained is part of the management function and is not strictly a technical function.


The approval process ensures that each project phase and associated deliverables is successfully completed before beginning subsequent phases.

Management gets a comprehensive view of the current project status.

Information necessary to ensure that deliverables satisfy the specific business needs of the state organization is also received.

Project approval also allows management to reassess the direction of the project, as necessary, and to provide project-planning updates, as required.


There are typically three types of approval processes. Approvals discussed in this section occur during the execution stage and include:

Project Plan and Plan Changes, at the beginning and after changes to the baseline;

Phase Reviews, at the end of each phase;

Deliverable Reviews, as they are completed and at the end of the project.

③ Project Implementation

Process whereby “project inputs are converted to project outputs”. May be looked at as:

Putting in action the activities of the project,

Putting into practice what was proposed in the project document (i.e. transforming the project proposal into the actual project.) and

Management of the project or executing the project intentions.


Implementation usually done by implementing agency (organization) that prepared the project and received funding for it.

Other organizations that participate in the implementation of the project by way of collaboration, say by according good working relationship, extending technical advice or seconding their staff to the project are referred to as co-operating agencies.


Project Implementation phase involves:

Project activation - means making arrangements to have the project started. It involves coordination and allocation of resources to make project operational.

Project operation - is practical management of a project. Here, project inputs are transformed into outputs to achieve immediate objectives.

④ Monitoring and Evaluation

Establishing project indicators and monitoring systems from the start of a programme is the best way to attain accurate measurements of the results of development programmes.

Monitoring can also be relatively cost-effective if it is integrated into technical cooperation strategies throughout the period of project implementation.

④ Monitoring and Evaluation

Effective monitoring includes the use of various tools that can measure the impact and success of activities and outputs as they progress.

This can include surveys of participants, exit interviews, and informal feedback sessions with project teams and staff.

On an annual basis there should be a more formal process of dialogue amongst project staff and leaders.

Formal and independent evaluations should take place at the mid-point of the life of a project and at the end of the project term.

Gaps in Project Management

Gaps in Project Management

Inadequate operationalization of the project objectives, outputs, activities and inputs.

Lack of appropriate monitoring and evaluation system and tools before the start of the implementation process.

These two glaring gaps should be filled up by the newly appointed project manager/national project director/coordinator.

Filling Up the Gaps

Operationalize the project document by identifying the key factors in the four basic elements (objectives, outputs, activities and inputs) found in the project document.

Develop with the key staff the M&E system and tools for project.

The approach to – and the process in developing the M&E tools are explained in chapter 8. The action planning is carefully explained in Chapter 10.

Project Management Process

The logical steps in project management are:

Project Management Process

1. Study carefully the project document and identify specifically the following:

Development and immediate objectives, as well as the expected effects and impacts of project

Outputs under each immediate objective

Activities under each output

Inputs needed for each activity

Outcomes at end of project

Strategy to achieve outcomes

Problems and causes that justify the project

Proposed solution which is the project itself

Benefits of the project to the organization and/on beneficiaries

Objectives, which cover both the development and immediate ones

Preparation of workplan showing the immediate objectives, activities, date of implementation, venue, output, and person responsible for each activity and output.

2. Prepare a brief and simplified version of the project document including the corresponding forms and visual or audio-visual aids in preparation for a participatory workshop. Focus on the following:

At least one team leader and one staff member of each team

Key staff of partner organization(s)

Some leaders or target beneficiaries

The participants in the workshop should constitute the project’s major stakeholders.

3. Schedule a review, operation, monitoring and evaluation workshop, and invite about 20-25 people composed of the following:

Action plan

Physical and financial monitoring form

KFIQ matrix (Key Factor Indicator Questionnaire)

Focus evaluation questionnaire

4. Conduct the workshop using the planning forms. Be sure to let the participants produce the following outputs:

Directing the staff

Coordinating the partner organizations

Delegating selected activities to competent staff

5. Manage the implementation process. This is done by:

6. Provide support to staff who lag behind and motive staff on continuing basis to sustain their high productivity and commitment.

7. Conduct at least a monthly meeting among key project staff and representatives of partner organizations to remind them about the workplan and the action plan.

Monitor the outputs and inputs of the various activities by using the monitoring forms produced in No. 4 (Action plan, Physical and financial monitoring form, KFIQ matrix and Focus evaluation questionnaire)

Evaluate the effects of some activities such as training

Conduct mid-term internal evaluation

Conduct both internal and external evaluation

8. Monitor and evaluate the project implementation.

9. Prepare periodic reports on the results of the monitoring and/or evaluation activities.

10.Provide copies of report to the funding agency, partner organizations and team leaders of the project work teams.

11.Use data monitoring and evaluation in policy-making, planning, and decision-making.

12. Conduct annual review and operation planning workshop.

Project Management Vs. Program Management

Area Project Management Program Management

Focus Single objective Business strategy

Scope Narrow Wide-ranging, cross-

functional

Benefits Determined in advance

Accrue after completion

Used to make decisions

Accrue during the

programme

Deliverables Few, clearly defined Many, many initially

undefined

Timescale Clearly defined Loosely defined

Change To be avoided Regarded as inevitable

Success Factors Time, budget, specification Mission, cash-flow, ROI

(Return on Investment)

Plan Specific, detailed, bounded High-level and evolving

Why…

Why Program Management

A management framework that

focuses on business change objectives

Effective management of the Business Case to achieve the vision

Link strategies

and projects

Manage and control cost Better

understanding of overall risks

Co-ordination and control of the

complex range of activities

Formal process for identifying, managing,

realizing and measuring benefits

Projects prioritized and integrated,

providing an effective use of scarce

resources

Clear responsibilities for

preparing for implementing

business change

Program vs. Project Manager

Program Manager Project Manager

o Plans program-level activities and schedule of projects

o Plans a project given the dependencies and interfaces defined by the Program Manager

o Defines TOR (Terms Of Reference) for projects

o Works within the defined TOR (Terms Of Reference)

o Starts, stops and monitors progress of constituent projects

o Runs a project, reporting to the Program Manager

o Manages program level risks and issues. Delegates risks to projects

o Manages project risks and issues, escalating to the Program Manager wherever necessary

o Sets policies and procedures for projects

o Runs project according to policies and procedures

o Resolves resource conflicts o Uses assigned resources

o Determines program standards o Delivers products to the defined standards

Project Management Tools

Project Component

Project Management Cycle

Project Identification

Option appraisal

Is there an identified need for this project?

- Look for good entry points

What is the main objective of this project?

What are the specific benefits of the project?

Are there potential conflicts between this project and other current projects?

Will the project receive the support it requires?

If it is successful-will the benefits be measurable?

Do we have (even rough/estimated) delivery dates and a budget for it?

What are the risks for failure?

Scoping the Project

Gives clarity of the boundaries, objectives and success criteria of the project

Consultation with relevant stakeholders upfront

Assemble the Project Team

Project Team

Project Manager

Project Board/Steering Group Members

Team Members

Stakeholder Identification and Analysis

Stakeholders

Individual/s, groups, institutions or firms that may have a relationship with the project

They may – directly or indirectly, positively or negatively – affect or be affected by the process and the outcomes of the project

Relevant Stakeholders

Beneficiaries (impact level)

- Benefit from the implementation of the project

Target group/s (outcome level)

- Group/entity who will be immediately and positively affected by the project

Project Partners (output level)

- Those who help to implement the project

Target groups

Tool: Stakeholder Analysis

Who should contribute

Who is the target group?

Who are the beneficiaries?

Who are the project partners?

Where assets and barriers might be

Who might have a positive/negative impact on the project?

Actions to be taken before detailed planning

Manage expectations

Tool: Stakeholder Analysis - Managing expectations

Project Finance

Risk Management

Risks

Scope related risks: Risk that the project will not meet its specifications (quality, quantity)

Schedule related risks: The project will not meet its deadlines

Cost related risks: Risks of exceeding the specified budget

Tool: Risk Assessment Matrix

Tool: Risk Management Plan

Milestone

Important, clearly defined events in the course of a project

End of a task Decision taken End of a project phase

Represent the project progress

Should take place on a specific date

Crucial to the success of the project

Tool: Milestone Chart

Tool: Milestone Report

Tool: Critical Path Analysis

Tool: Gantt Charts

The Project Document

Tool: Project Definition form

Tool: Checklist

þ What is the rationale for the project?

þ Are the project objectives clear and unambiguous?

þ What actions need to be done?

þ When are those actions going to be done?

þ Who is going to do them?

þ What resources are required?

þ What is not going to be done?

þ Are outputs and outcome measurable?

þ If so what measures should be used?

þ Is everything feasible and realistic?

THANK YOU.

Program or project management process report

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