Project Management

Rehabilitation of Al Nasser School

Done By:
Ahlam Al-Thari
Atheer Marei

Supervised by:
Dr. Emad AlRamada
Fall 2020-2021

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Contents
1. PROJECT OVERVIEW
1.1 Purpose, scope and objectives, and business case------------------------3
1.1.1 scope 5
1.1.2 Statement of work SOW 6
1.1.3 Business case 8
1.2 Project organization and Work authorization------------------------------9
1.3 Hierarchy 10
1.4 Work breakdown structure 11
1.5 Project deliverables 12
1.5.1 Organizational breakdown structure------------------------------13
1.6 Responsibility Assignment Matrix RAM-------------------------------------14
1.7 Project Charter 15
2. RISK ASSESSMENT
2.1 Risk identification 16
2.2 Assessment of probability and consequence (Qualitative)-------------17
2.3 Mitigation Strategies 17
3. PROJECT SCHEDULE
3.1 Activity duration estimates 18
3.2 Activity network 19
3.3 Gantt Chart 21
4. PROJECT BUDGET
22 5. COMMUNICATIONS MANAGEMENT
25
6. TRACKING AND STATUS UPDATES------------------------------------------------26
6.1 Tracking method and Control systems--------------------------------------26
7. PROJECT CLOSE-OUT 28
7.1 Lessons learned 28
 1. Project Overview
Yemen is a country that is having political unrest and war since 2015. This war
has deteriorated the country and moved it to the brink of failure. The war has
damaged all sectors of life, and the infrastructure has been severely damaged.
For more than five years and development effort to improve the countries
conditions is still not enough and the progress is slow. Poverty and ignorance
have been escalated and people are having vey
The education sector specifically is one of the most badly affected sectors in
Yemen. Nearly half a million children have dropped out of school since the 2015
escalation of conflict in Yemen, bringing the total number of out-of-school
children to 2 million, according to a UNICEF assessment released in March 2018.
Meanwhile, almost three quarters of public school teachers have not been paid
their salaries in over a year, putting the education of an additional 4.5 million
children at grave risk. “An entire generation of children in Yemen faces a bleak
future because of limited or no access to education,” said Meritxell Relaño,
UNICEF Representative in Yemen. “Even those who remain in school are not
getting the quality education they need.” According to “If Not In School”, more
than 2,500 schools are out of use, with two thirds damaged by attacks, 27 per
cent closed and 7 per cent used for military purposes or as shelters for displaced
people.
The journey to school has also become dangerous as children risk being killed en
route. Fearing for their children’s safety, many parents choose to keep their
children at home. The lack of access to education has pushed children and
families to dangerous alternatives, including early marriage, child labor and
recruitment into the fighting.
Additional findings of If Not In School include:
1. At least 2,419 children have been recruited in the fighting since March 2015;
2. A 2016 survey across six governorates revealed that close to three quarters
of women had been married before the age of 18, while nearly half had been
married before age 15;
3. Up to 78% of all Yemenis live in poverty: 80% need some form of
social protection support including cash assistance;
4. An estimated 1.8 million children under 5 years and 1.1 million pregnant or
nursing women are acutely malnourished, representing a 128% increase since
late 2014;
5. 16 million Yemenis, including close to 8.2 million children, need humanitarian
assistance to establish or maintain access to safe drinking water and
adequate sanitation;
6. The number of people needing help to access healthcare has more than
tripled – from 5 million before the war to 16 million today.
On behalf of Yemen’s children, UNICEF appeals to the warring parties, those who
have influence on them, government authorities and donors to:
Put an end to the war and all grave violations against children: Peace and
recovery are an absolute must if children in Yemen are to resume their schooling
and get the quality education they urgently need and are entitled to.
Pay teachers: Education authorities across Yemen should work together and find
an immediate solution to provide salaries for all teachers and education
personnel so that children can continue to learn.
Protect children’s education unconditionally: All parties to the conflict and those
with influence on them need to unconditionally commit to stopping attacks
against schools to protect children’s education across Yemen. Children and
education staff must be kept out of harm’s way and schools must be maintained
as safe zones for learning.

Increase funding for education: The international community, donors and

development partners should support incentives for teachers while searching for
long-term solutions to the salary crisis in Yemen, and continue supporting the
education system. 1
 1.1.1 Scope
Project name Rehabilitation of Al-Naser School
Location Khamer, Amran
Project duration 6 months. May2021- October2021
Budget 100,000$
Donor UNICEF

Problem statement

Our project will be to renovate a school. Al Nasser School is in Khamer, Amran

that was deeply affected by missiles and air strikes during the war. Students have
stopped studying because their school closed and it is no longer safe to be there.
The school is in dire need for rehabilitation and refurnishing. The students who
are registered there are 100 one hundred 55 girls and 45 boys and they come
from different villages near the school. The students have not had learning
opportunities since their school was hit in 2016.
Information gathering:
Our foundation National Peace Foundation is engaged in developmental and
humanitarian activities in many cities in Yemen. UNICEF has chosen the AlNaser
school in Khamer, Amran because it meets the requirements of a quick action to
rehabilitate it. Based on the needs assessment conducted and the analysis of the
school conditions, we decided to sign the agreement with UNICEF to undertake
and implement the project.
Project constraints
1. The cost constraint: we will have a specific budget
2. The time constraint: We will need to have it completed by a certain date
3. The scope constraint: We will need to know exactly what the project will
include and exclude
4. Quality constraint: it will be evaluated by how closely the outcome
matches the expectations set in the planning stages.
5. Customer and donor satisfaction constraint: We have to keep in mind that
simply delivering a project on time, within budget and scope does not mean
the customer or donor will be satisfied.
6. Resources constraints: They deal with availability and accessibility of
resources
Alternative Analysis
Our alternative options we might have and plan B lies in using different suppliers.
Since we will need materials for our projects, we will have to put in mind to deal
with two or three suppliers to provide the materials that we need.

1.1.2 Statement of work SOW

The statement of work should include the milestones, resource requirements,
risks and concerns as well as acceptance criteria as listed below:

Key milestones:
Our most important objective is to help maintain basic education services in
AlNaser School because it is damaged, closed and unable to fully operate
because of budget, payroll and other conflict-related constraints.

Milestones Start Date End Date

Conduct needs assessment May 1, 2021 May 5, 2021
of the targeted school

Coordinate with local May 6, 2021 May 10, 2020

authorities and
education office
Rehabilitation of the targeted May 11, 2021 August 30, 2021
school

Supervise the May 11, 2021 August 30, 2021

rehabilitation process by
the contractor
Supporting targeted May 11, 2021 August 30, 2021
school with furniture and
solar system
Monitor progress of September 1, 2021 September 15, 2021
rehabilitation process

Start providing the school September 16, 2021 September 30, 2020
with furniture and
materials

Report the progress to October 1, 2021 October 30, 2021

top Management and to
the donors
Resource requirements:
Regarding the resource requirements all of our work is based on contracts made
with different suppliers to provide the materials and items needed to rehabilitate
the school. We also need fully equipped offices with internet access to monitor and
write weekly reports of the activities conducted in the field.
In our National Peace Foundation, we expect commitment form the finance, logistics
and HR departments to work closely with us to achieve the project objectives and
goals.
Risks and concerns:
We expect to encounter some risks. Here we will just list them and later on, we will
discuss them in details.
1. Environmental risks
2. Donor expectation risks
3. Competitive risks
4. Suppliers risks either in late deliver, or wrong materials or low quality provided
5. Project constraints
6. Risks in project development
Acceptance criteria
Success of any project depends on the ability of a development team to meet their
client’s needs. The communication between the client and the development team
plays a vital role in delivering a solution that fits product and market requirements.
The issues arise if customers explain their needs too vaguely and the team cannot
understand clear requirements and eventually the business problem behind them. In
our project our acceptance criteria will be realize when we meet the donor and the
children family's expectations of renovating the school and prepare it for the new
academic year 2021-2022 as well as equipping the children with the stationary items
and bags to motivate them to study and make them happy and enthusiastic to start
learning.
 1.1.3 Business case
The business case is the organization's justification for committing to the project. We
are undertaking the project of rehabilitation Al Nasser School in Khamer, Amran in
order to motivate and encourage the children to go back to school and continue
their learning.
As mentioned above we have time limit to complete the project within 6 months
before the school year 2021-2022. The costs of implementing the project will be
around 100,000$ include all replenishing and furnishing the school as well as the cost
of materials, employees' salaries and operational costs. The budget will be discussed
in details later in the project.

SWOT Analysis

Strengths Weaknesses
1. Support by donor 1. Not meeting deadlines
2. Capability and experience to 2. Minimal funding efforts
rehabilitate buildings 3. Lack of communication
3. Very skillful team
Opportunities Threats
1. We have other interventions 1. Local authorities intervention
in the area 2. High cost of transporting the
2. There are not materials
many competitors 3. Sudden conflicts or strikes in
3. There are a lot of suppliers so the area
we can negotiate the price of
materials.
Project Organization:
Project Members and Work Authorities:
1. Project Manager: is responsible of the entire project success, he will
manage and oversee all activities related to the project. He will keep
contacting with the top management, acquiring and allocating resources,
settling conflict, handling risks, motivating, communicating, and leading the
entire project to success.
2. Procurement and Logistics Officer: Responsible for preparing tenders for
construction and contracting companies, selecting carpenters and blacksmiths
with signing contracts with them, responsible for purchasing the equipment
that the school needs, arranging the transportation and the shipment of the
school requirements, and managing logistic risks.
3. Project Financial Officer: will be responsible for doing the financial plan based
on the offers given, handling financial risks and monitoring the project track
financially, following up the transfer made by the bank, providing regular
financial report on the project.
4. MEAL officer: will be responsible for doing the initial technical layout of the
project, and confirm the best parameters that meet the requirements,
negotiating with different local constructing, contractors over the hangers
building, monitoring all constructing and technical works, reporting the level
of achievement regularly, doing any related tasks assigned by the PM.
5. HR Officer: Procures the required skillful personnel, train them, and evaluating
their final
6. Project coordinator: Is responsible for the extraction of permits from the
General Authority and coordinate with the province and the director of the
district. He is responsible to facilitate the work without any interruption or
obstacles.
7. Field Work Supervisor: the main task is the daily following up of the field
works and report the extent of achievement.

Project Organization:
The project is rehabilitation of Al Nasser School in Amran governorate Khamer Sub-district.
The project will start with conducting the needs assessment of the targeted school and discuss
these needs with the top manager and the doner. After that the organization will establish a
constructor tender based on requirements and needs. The school contains 8 class rooms and
two bathrooms. Two class roofs need to be rebuilt and the whole walls of the school needs to
be repaired and repainted. Also, the school needs 8 doors and 8 windows, one for each class.
And the repair of the two bathrooms. This all will be included in the construction tender.
After that the organization will establish another tender for a supplier to provide 6
blackboards and 200 chairs and disks for six class rooms, an average of 30 in each class. The
remaining two rooms one is administration and one is a store. The school also needs an office
and cupboard and that will be included in the tender of the supplier. The tender of the supplier
will also include purchasing, shipping and instilling solar system for the school and two water
tanks. Each tender will be given two months as a period duration to achieve the required.
 Hierarchy:

(National Peace Foundation)

General Manager

(National Peace Foundation)

Program Coordinator

(Al Nasser School

Rehabilitation Project)

Project Manager

Procurement & logistic OfficerFinancial Officer Project Coordinator HR

MEAL
Officer Officer

Field Work Supervisor

 Work Breakdown Structure (WBS)
National Peace Foundation working team materializes the company’s objective by breaking
down the main tasks into:

Conduct needs
Shareassessment of the
report of the targeted
need's schoolof the school and discuss it with the top management and the doner
assessment

Coordinate with local

authorities and education
office

Rehabilitation of theSet the criteria

targeted schoolfor the suitable required contractors and establishMake the selection
a constructor forbased
tender the on requirem
.suitable contractor

Rehabilitation of
Al Nasser Supervise the
rehabilitation process by
Elementary School
the contractor

Share report of the need's assessment of the school and discuss it with the top management and the doner
Share report of the need's
Supporting targeted school with furniture and solar system
Raise progress report of rehabilitation
Finalize rehabilitation school byassessment
process ofEvaluating contractor
the
of the school and
final process of rehabilitation
Monitor progress of rehabilitation process Releasing
discuss it with final installment of the
the top
management and the doner

Share report of the need's assessment of the school and

Start providing the school
with furniture and
materials

Share report of Share report of

the need's the need's
assessment of the assessment of the

Share report of the need's assessment of the

Share report of the need's assessmen
Report the progress to Share report of
top Management and to the need's
the doners assessment of the
Breakdown Description WBS Code
Al Nasser School Rehabilitation 1.0
Deliverable 1 Conduct needs assessment of the targeted school 1.1
WP1 Share report of the need's assessment of the 1.1.1
school and discuss it with the top management
and the donor
Deliverable 2 Coordinate with local authorities and education 1.2
office
Deliverable 3 Rehabilitation of the targeted school 1.3
WP1 Set the criteria for the suitable required 1.3.1
contractors and establish a constructor tender
based on requirements
WP2 Make the selection for the suitable contractor. 1.3.2
Deliverable 4 Supervise the rehabilitation process by the 1.4
contractor
Deliverable 5 Supporting targeted school with furniture and 1.5
solar system
WP1 Set the criteria for the suitable supplier, 1.5.1
Subcontractor, and establish a tender based on
requirements
WP2 Set the specification of the bidding process 1.5.2
Deliverable 6 Monitor progress of rehabilitation process 1.6
WP1 Raise progress report of rehabilitation process 1.6.1
WP2 Finalize rehabilitation of school by contractor 1.6.2
WP3 Evaluating the final process of rehabilitation 1.6.3
WP4 Releasing final installment of the contractor 1.6.4
Deliverable 7 Start providing the school with furniture and 1.7
materials
WP1 Monitor progress of supply process 1.7.1
WP2 Evaluating the items provided 1.7.2
WP3 Releasing final installment of the bidder 1.7.3
Deliverable 8 Report the progress to top Management and to the 1.8
donors
WP1 Conduct ceremony of reopening of school with 1.8.1
education office
WP2 Raise final report 1.8.2
WP3 Project closure 1..8.3
Organization Breakdown Structure
WBS code Budget Responsibility
1.0 200$ Project Team
1.1 200$ Project Manager
1.2 1000$ Project coordinator
1.3 30500$ Project team
1.3.1 500$ Procurement Officer and
Project Manager
1.3.2 3000$ Procurement Officer and
Project Manager
1.4 0$ Project coordinator and
field work Supervisor
1.5 10500$ Project Team
1.5.1 500$ Procurement & logistic and
Finance Officer
1.5.2 10000$ Procurement & logistic and
Finance Officer
1.6 0$ Project Team
1.6.1 0$ MEAL Officer
1.6.2 0$ MEAL Officer
1.6.3 0$ MEAL Officer
1.7 10000 Project Team
1.7.1 0$ MEAL Officer
1.7.2 0$ MEAL Officer
1.7.3 10000$ Procurement & logistic
Officer & Finance Officer
1.8 1000$ Project Team
1.8.1 1000$ Project Manager and
Procurement & logistic
1.8.2 0$ Project Manager
1.8.3 0$ Project Manager
Responsibility Assignment Matrix (RAM)
Deliverables Task General Program Project Procurement Financial Project MEAL Filed
and Manager Manager Manager & logistic Officer Coordinator Officer work
code Officer supervisor

1.1 1.1.1

1.2 1.2

1.3 1.3.1

1.3.2

1.4 1.4.1

1.5 1.5.1

1.6 1.6.1

1.6.2

1.6.3

1.6.4

1.7 1.7.1

1.7.2

1.7.3

1.8 1.8.1

1.8.2

1.8.3
Responsible support

Approval Notification
Project Charter

Version Implemented by Revision by Approval by Approval Date Reason

#1 The project The project The Program
Manager coordinator Manager

Project Title: Rehabilitation of Al Nasser Elementary School:

Scope:

Project name Rehabilitation of Al-Naser School

Location Khamer, Amran

Project duration 6 months. May2021- October2021

Budget 100,000$

Donor UNICEF

Objectives: The main objective of the project is to rehabilitate Al Nasser School and provide it with the required needs within 6
months’ time

Defining condition and constraints: Our project will be to renovate a school. Al Nasser School is in Khamer, Amran that was deeply
affected by missiles and air strikes during the war. Students have stopped studying because their school closed and it is no longer
safe to be there. The school is in dire need for rehabilitation and refurnishing. The students who are registered there are 100 one
hundred 55 girls and 45 boys and they come from different villages near the school. The students have not had learning
opportunities since their school was hit in 2016.

Project Organization: Key members of the project team are:

1. Project manager
2. Procurement and Logistics Officer
3. Project Financial Officer
4. MEAL Officer
5. HR Officer
6. Project Coordinator
7.Feild Work
Supervisor

Project manager responsibilities:

1. The project manager is responsible for planning and initiating the project and that includes setting goals identifying
requirements and establishing the work breakdown structure.
2. The project manager is the main responsible for choosing the project team members as well as identifying authorities.
3. The project manager is the main responsible of controlling and monitoring the project progress; and responsible to
correct any deviations if needed.
4. The project manager is the main responsible for closing out the project.

Authority: The project manager will have the full authority to identify necessary tasks and resources needed to help complete the
project.

Approvals:

President and CEO:……………………. Vice president:……………………… HR manager:……………….

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 2. RISK ASSESSMENT
2.1 Risk identification
Risks to all our projects are identified through past-experience operating in similar settings
and within the same governorate previously, as well as through needs assessments
conducted for each project, coordination with clusters and local authorities, and from an
overview of the situation at large, including market analyses, desk review of the HNO,
humanitarian bulletin reports and situation updates. Here are some risks identified:

Risk Description How the risks affect the

project outcomes
1. Security risks Security in the area worsening either Work will have to stop until the
by internal conflicts or sudden strikes issues calm down

2.Environmental risks Risks associated with environment lack of
car gasoline and road blockages
3. Suppliers risk Our work will mainly be based on
tenders in that we will have contracts
with many suppliers
The delivery of materials might be
delayed therefore we have to
preplan delivery.
The risk may endure the suppliers'
late in delivery or wrong materials
or low quality items provided that
will certainly affect the expected
results
Suppliers cannot fulfill their
contractual obligations

4. Risks in project difficulties in convincing local These risks will cause delays in
development authority/community of the project approval of the project by the local
activities authority

5.Financial risks Some risks involve fluctuation or exchange These risks might affect the budget
rate and the operational expenses and
well as the costs of materials

6. Withdrawal of a key An active and important team member is The project will lose one
project team member to abandon the project important team member and that
might affect the flow and
implementation of the activities
7.The budget allocated The budget might not cover the estimated This will cause affect the
for the project costs of the project foundation budget and they will
ask for more grants

8.Donor expectations The donor might have limited their
risks expectations and they only want to
observe what they have planned
If the project is not implemented
the way the donors want, the
rating of our foundation might be
underperformance and that will
affect the donor's opinion in
offering coming projects to us

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 2.2 Assessment of probability and consequence (Qualitative)

Low Med High

High
1,3 4,7

Med
2,6 5
Low

2.3 Mitigation Strategies

Risk Mitigation Strategy

1) Security risks We will conduct regular security assessments

2) Environmental We will obtain official letter to allow us to work. As for gasoline, there should be a barrel
risks kept in stock if needed.

3) Suppliers risk Qualify multiple suppliers in that we will deal with different suppliers and have a backup
plan
4) Risks in project We will establish frequent communication with all stakeholders as well as keep teams
development informed about the updated situation

5) Financial risks I suggest that all transaction be in dollars in order to mitigate the loss of exchange rate

6) Withdrawal of a key Develop a strategy of cross-training personnel on elements of one another's job or
project team identify suitable replacement resources within the foundation
member
7) The budget Develop a comprehensive plan and put in mind the worst scenario in order to go within
allocated for the the budget limit as well as maintaining close contact with top management regarding
project project status and control documentation
8) Donor expectations During planning and implementation, it is highly suggested to go with the rules and
risks regulations of the donor and be within the limits of the donor expectations as well
prepare reports to keep them updated and communicate well with the donor
 3. Project Schedule
3.1 Project Duration Estimation

Predecessor Estimated
Activity ta tm tb
Time
Share report of the need's assessment of the
A school and discuss it with the top - 1 2 3 2
management and the donor
Coordinate with local authorities and education
B A 1 2 4 2.1
office
Set the criteria for the suitable required
C contractors and establish a constructor tender A 1 1 2 1.1
based on requirements
D Make the selection for the suitable contractor. C 1 1 2 1.1
Supervise the rehabilitation process by the
E C 4 5 7 5
contractor
Set the criteria for the suitable supplier,
F Subcontractor, and establish a tender based A and B 1 1 2 1.1
on
requirements
G Set the specification of the bidding process F 1 1 2 1.1
H Raise progress report of rehabilitation process E 1 1 2 1.1
I Finalize rehabilitation of school by contractor E, D 1 2 3 2
J Evaluating the final process of rehabilitation E 1 1 2 1.1
K Releasing final installment of the contractor J 1 1 2 1.1
L Monitor progress of supply process F 1 1 2 1.1
M Evaluating the items provided L 1 1 2 1.1
N Receiving final installment of the bidder M 4 5 7 5
Conduct ceremony of reopening of school with
O J and M 1 1 2 1
education office
P Raise final report O 1 1 2 1
Q Project closure P 1 1 2 1
According to PERT method the estimated project duration is 28week

B F
START A
J K L M N O P Q END
Week 0 C E

Week 29
I
D
H
 3.2 Activity Network
Activity Predecessor duration by weeks
Share report of the need's assessment of the 2
A1 school and discuss it with the top -
management and the donor
Coordinate with local authorities and education 2.1
B2 A
office
Set the criteria for the suitable required 1.1
C3 contractors and establish a constructor tender A
based on requirements
D4 Make the selection for the suitable contractor. C 1.1
Supervise the rehabilitation process by the 5
E5 C
contractor
Set the criteria for the suitable supplier, 1.1
F6 Subcontractor, and establish a tender based on A and B
requirements
G7 Set the specification of the bidding process F 1.1

H8 Raise progress report of rehabilitation process E 1.1

I9 Finalize rehabilitation of school by contractor E, D 2

J10 Evaluating the final process of rehabilitation E 1.1

K11 Releasing final installment of the contractor J 1.1

L12 Monitor progress of supply process E 1.1

M13 Evaluating the items provided L 1.1

N14 Receiving final installment of the bidder M 5

Conduct ceremony of reopening of school with
O15 J and M 1
education office
P16 Raise final report O 1
Q17 Project closure P 1
3.3 Gantt Chart
 4. Budget
BUDGET
Charged
Budget line by the
Code Description Quantity Unit Cost Duration project Total Cost
1. Staff salaries
$ $
1.1 General Manager 1 1,800 6 15% 1,620
$ $
1.2 Program manager 1 1,500 6 15% 1,350
$ $
1.3 Project manager 1 1,400 6 100% 8,400
Procurement & $ $
1.4 logistics officer 1 800 6 100% 4,800
Procurement & $ $
1.5 logistics assistant 1 300 6 100% 1,800
$ $
1.6 Financial officer 1 800 6 100% 4,800
$ $
1.7 Financial assistant 1 300 6 100% 1,800
$ $
1.8 Project coordinator 1 600 6 100% 3,600
$ $
1.9 MEAL officer 1 800 6 100% 4,800
$ $
1.1 MEAL assistant 1 400 6 100% 2,400
Field work $ $
1.11 supervisor 1 600 6 100% 3,600
$
Total section 38,970
2. Supplies, Commodities, Materials, and equipment
Conducting
orientation and
awareness session of
the importance of
education for
education staff and $ $
2.1 stakeholders 1 200 1 100% 200
Supplying school $ $
2.2 solar system 2,100 1 100% 2,100
Replenishing the
school's wall and
ceiling (blocks, paint
and cement, cobbles $ $
2.3 and water) 18,000 1 100% 18,000
Supplying new
wooden school $ $
2.4 desks 100 30 1 100% 3,000
Supplying new black $ $
2.5 boards 6 22 1 100% 132
 Provision of student
school bags and
learning materials $ $
2.6 for 300 student 300 10 1 100% 3,000
Provision of
bathroom supplies $ $
2.7 and water tank 2,000 1 100% 2,000
Conduct ceremony
of reopening of
school with
education office and $ $
2.7 student's families 1 600 1 100% 600
Connect Max
Modem for the $ $
2.8 field 3 150 1 100% 450
staff
$ $
2.9 Laptops 5 700 1 100% 3,500
$ $
2.1 Printers 1 400 1 100% 400
$
Total section 33,382
3. Contractual Services
$ $
3.1 Vehicle rental 3 350 6 100% 6,300
Warehouse rental
for equipment $ $
3.2 and 1 200 6 100% 1,200
materials purchased
Post Distribution $ $
3.3 Monitoring 1 800 1 100% 800
$ $
3.4 Need Assessment 1 1,200 1 100% 1,200
Coordinate with
local authorities and $ $
3.5 education office 1 1,000 1 100% 1,000
Contract with $ $
3.6 builders 6 200 2 100% 2,400
Contract with $ $
3.7 painters 5 250 1 100% 1,250
Contract with
carpenters to fix the $ $
3.8 windows 4 150 1 100% 600
$
Total section 14,750
4. General operating and other direct costs
$ $
4.1 Office rent 1 1,500 6 50% 4,500
$ $
4.2 Sub office rent 1 200 6 100% 1,200
 Utilities ( supplies,
stationary, inks, $ $
4.3 papers, etc.) 1 150 6 100% 900
 Communication
costs incurred via $ $
4.4 mobile, internet 1 250 6 100% 1,500
Cleaning materials $ $
4.5 and services 1 120 6 100% 720
Water, electricity $ $
4.6 and maintenance 1 180 6 100% 1,080
Travel
accommodations for
field monitoring $ $
4.7 visits 1 500 6 100% 3,000
$
Total section 12,900
Total $ 100,002
5. Communication Management:
Communication in project is very vital and it indicates either success or
failure of the project. Communication should be done internally between
the team members and the field as well as externally between the project
team and the stakeholders in order to put them in the frame of the good
picture. Communication should also describe the processes required to
ensure timely and appropriate generation, collection, dissemination,
storage, and disposition of project information. Lack of communication
creates gaps of work that might lead to project failure. Therefore, in order
to mitigate lack of communication risks, the data generated should be
carefully and thoroughly communicated between all affiliated stakeholders
and project team.
The communication management protocol is as follows:
Purpose of Schedule Media or Called by Participants
communication frequency mechanism
used
Status updates Weekly Meeting or/ and Project Full project
teleconference manager team
Exception/variance As needed Meeting or/ and Project Impacted team
reports teleconference manager and members and
technical lead client
Project reviews Monthly or Meeting or/ and Project Full project
milestone teleconference manager team, sponsor
Configuration As changes are Meeting for Project Impacted team
changes approved Impacted manager, members and
parties; email for sponsor or client
team technical lead
Supplier As needed prior Phone call Supply chain Project manager
coordination and post lead and supply
deliveries chain lead
Emergency or As needed Face to face Any team Full project
critical events member team

Project Status:
1. We should establish frequent communication with all stakeholders; keep teams
informed about the updated situation.
2. We will conduct regular security assessments through updated and
continuous communication with other locally operating NGOs, UN agencies,
and the donors.
3. We will conduct regular communication and meetings with the governorate
& district leaders in order to facilitate the implementation of the project.
4. We will establish good communication channels with the suppliers to
be regularly updated.
6. Tracking and Status Updates:
One major aspect the determines the success of projects is monitoring and evaluation of the
project status to ensure they are within the project constraints that are money, time and
performance. During this vital stage, we have to track how the money is being spent, how
much time is being consumed, and how is the project is meeting the standards of all stake
holders. Easy yet very important tracking and controlling is; therefore, there are some steps
that have to be taken to ensure M&E is on track and the project is going well as planned.

M&E activity When? Why? Report to

Field visits At the beginning of To check the site and The project manager
the project conduct needs the logistics officer
assessment in order to M&E officer
move on The local community
Field visits During the project To conduct DDM and The project manager
to monitor and track M&E officer
how the project is The stakeholders
meeting the time
constraints and project
objectives
Field visits After the project To conduct PDM The project manager
M&E officer
The stakeholders
Activate complaint After the project To measure the M&E officer
mechanism beneficiaries
satisfaction
Meetings weekly To check the Project manager
performance of all M&E officer
employees and the
progress of the project
Monitor the activity During the project To check the project M&E officer
reports weekly reports status and evaluate the
progress
Controlling Activity When? Why? Report to

Statistics and reports Weekly To closely control the The project manager
project constraints and M&E officer
check project status
Beneficiaries' interviews During after the To evaluate the M&E assistant
project beneficiaries
acceptance and
satisfaction of the
project
Indicators Weekly Check the indicators of M&E officer
project progress before
 sending them to the
donor.

Project status guidelines:

1. A monitoring and evaluation plan will be developed with detailed indicators with
relevant M&E activities that will be conducted for ensuring quality implementation
and close follow up and documentation of all project life cycle.
2. The project team together with the M&E staff will review of the project
implementation plan and ensure it reflects all accountability to stakeholders and
commitment as per the project proposal and signed agreement with donor.
3. We will establish complaints and feedback mechanism for the project that are
appropriate to the geographical conditions of the targeted area and type of
intervention, and make sure of the beneficiaries’ knowledge of this mechanism.
Then we will record and analyze complaints and provide feedback to the
management and beneficiaries with weekly or monthly documentation of
complaints.
4. A high quality reports will be prepared with ensuring they are reflecting the
achievements as per project outputs/outcome and with archive reports with their
annexes in soft and hard copies and make sure that all verification methods for
indicators are available according to what is stated in the log frame.
5. Monthly tracking activity and indicators and review of these results with project and
NGO leaderships and make necessary steps that might be needed to accelerate the
implementation and/or improve quality of work.
7. Project Close-out:
In this last part of the project, all necessary project close-out documentations and sign-offs
must be included. The close-out signals the end and completion of the project. Several
activities are important to close it out.

Finishing the work

All activities and their deliverables have to be completed and reported.

Handling over the project

This step is crucial in that it signals our completion of the project and the donor will receive
our reports and send Third Party Monitoring to the site to evaluate our work.

Gaining acceptance of the project

After the TPM evaluation of the project, we will receive the donor's evaluation of the project
either performed well and consumed the right resources or failed to achieve objectives.

Harvesting the benefits

At this stage, we have attained the benefit of our project that is to renovate and rehabilitate
AlNaser School. Our main goal was to bring hopes to the children and their families that they
are able to continue their studies and revive their school. The ultimate benefit is to create
sustainability and our project will be there forever for learners to seek their education and
shape their character to make a better world for them and their families.

Lessons learned:

Lessons learned analysis is based on a realistic and critical review of the project; its high and
low points, unanticipated difficulties, and elements that provide suggestions for future
projects.

1. Good results are based on good communication.

2. Meetings are important to indicate and show progress.
3. Tracking should be implemented and forced to check the progress and meet
the standards of all stakeholders
4. Fix the problem, not blaming it on others.
5. Team collaboration and dedicating guarantee success.