SW 316 REVIEWER FOR COMPREHENSIVE EXAM

MANAGEMENT
- The process of dealing with or controlling things or people.
- The act or art of managing, the conducting or supervising of something.
- Management can be defined as the process of administering and controlling the
affairs of the organization, irrespective of its nature, type, structure and size. It is
an act of creating and maintaining such a business environment wherein the
members of the organization can work together, and achieve business objectives
efficiently and effectively.

SOCIAL WORK
- Is a practice-based profession that promotes social change, development,
cohesion and the empowerment of people and communities
- Is an academic discipline and practice-based profession that concerns itself with
individuals, families, groups, and communities in an effort to enhance social
functioning and overall well-being.
- Any of various professional activities or methods concretely concerned with
providing social services and especially with the investigation, treatment, and
material aid of the economically, physically, mentally, or socially disadvantaged.
- Seek to improve the quality of life for individuals and to effect system-wide
change through the pursuit of social justice.

SOCIAL DEVELOPMENT
- Social development is about improving the well-being of every individual in
society so they can reach their full potential.
- Social Development focuses on the need to “put people first” in development
processes.

PROJECT DEVELOPMENT
- The process of leading the work of a team to achieve goals and meet success
criteria at a specified time.
- The process and the facility of planning, organizing, coordinating, and controlling
the resources to accomplish specific goals. The process takes a transportation
improvement from concept through construction. It has six phases; initiation,
definition, design, development, implementation and follow-up phases.

PROJECT
- A temporary endeavor undertaking to create a unique product, service or result.
- Refers to a specific, singular endeavor to deliver a tangible output.
- Programs / Projects are tools to achieve the plan goals.
- A project is an investment of resources in a package of interrelated time found
activities. Thus, a project becomes a time found task. A Project should have
definite beginning and an end.
 - A project can be defined as a scientifically evolved work plan devised to achieve
specific objectives within a specific period of time
- An activity (or, usually, a number of related activities) carried out according to a
plan in order to achieve a definite objective within a certain time and which will
cease when the objective is achieved.
- A collection of linked activities, carried out in an organized manner, with a clearly
defined start point and end point to achieve some specific results desired to
satisfy some clearly defined objectives.
- A group of activities that have to be performed in a logical sequence to meet pre-
set objectives outlined by the client.

PROGRAM
- Portfolio comprised of multiple projects that are managed and coordinated as
one unit with the objective of achieving outcomes and benefits for the
organization.
- A program has very big, long-term goals.
- A program is a collection of projects – together all the projects form a connected
package of work. The different projects complement each other to assist the
program in achieving its overall objectives. It’s likely the different projects within a
program will overlap – the program manager will therefore assess these overlaps
and work with the relevant project managers to ensure the program’s smooth
progression.
- Programs focus on outcomes – which are often not tangible. The benefits
provided by a program depend on the collective benefits of its projects. Examples
of a program
- Outcome includes a cultural or political change within an organization – or
a change in the way in which an organization operates.

STAKEHOLDERS
- An individual, group, or organization who may affect, be affected by, or perceive
itself to be affected by a decision, activity, or outcome of a project.

GOAL ORIENTED PROJECT MANAGEMENT

- It is a simple and efficient general framework for managing project.
- It provides a systematic structure for identification, planning, and management of
projects developed in a 1 to 3 days workshop.
- This approach results in a planning matrix – the logical project framework –
which summarizes and structures the main elements of a project and highlights
logical linkages between intended inputs, planned activities and expected results.
- It starts with a Pre-project which highlights the need for a project, define its goals
and attempt to quantify potential gains.

STRENGTHS BASED PERSPECTIVES

- The Strength-Based approach is a “work practice theory” which focuses on an
individuals’ self-determination and strength
 - This type of approach builds the clients on their strengths, specifically seeing
them as resourceful and resilient when they are in adverse conditions
- The strength-based approach allows for habitable conditions for a person to see
themselves at their best, in order to see the value they bring, by just being them.
Then moving that value forward to capitalize on their strengths rather than
focusing on negative characteristics.

PARTICIPATORY DEVELOPMENT
- Seeks to give the poor a part in initiatives and projects that are designed by
outside organizations in the hopes that these projects will be more sustainable
and successful by involving local stakeholders in the projects goals.

MANAGEMENT IN SOCIAL WORK

Part of the role of a social worker is to question procedures, shape policy or improve
services.

Whether we like it or not, all social workers are managers. The concept of
management does not only apply to the whole administrative processes within the
institution but first and foremost to the management of “self” and “others”. As much as
we resist being managers, we need to understand and practice being one. We need to
be more organized and develop a system in getting things done, because we are in the
front line of delivering social service. Studying management in the context of social work
is important for us to acquire a critical stance towards our own endeavours and also
keep a watchful eye on the enterprise of social work within our institutions.

Being a front-line worker, a large part of social work processes are managerial ones
since we are in charge of assessing needs, planning intervention, taking decisions,
prioritizing, managing innovations, supervising efforts and evaluating projects and
services. Thus, we need to know more project and/or program management and how
these play in an effective and efficient delivery of social welfare and development.

The study of management need not lead to this high-sounding claim to bring about
social change, if we look at improvements in the health and personal social services
fields, these alterations have come about not by 'treating' clients but by devising new
projects, assisting personnel through training and supervision, and organizing
systems of care which are accessible and appropriate to the needs of those who
use them.

1) PROJECT PLANNING AND MANAGEMENT

One of the most important administrative developments in the developed as well

as in developing countries has been the initiation and growth of a large number
of new programs projects in every field like agriculture, irrigation, industry,
 community development and social welfare among others. The principal aim and
objectives of all these programs have been to bring about overall changes in the
existing socio-economic structure in the country providing thereby dignified way
of life to every citizen in the society. So, most of the administrators are directly
concerned with the program / project administration than other activities. The
capability of administrative system to formulate and implement relevant programs
effectively constitutes a crucial element in the process of development.
Development requires planning and planning includes a lot of programs /
projects. Plan requires projects and projects require a lot of planning.

Whether we like it or not, social workers have to be equipped with the basics in
programs/project management as we will eventually become one.

Projects may stand-alone or be integrated

into a program, with several projects
contributing to one overall goal.

A. PROJECT MANAGEMENT

 Is the art and science of using knowledge, skills, tools, and techniques
efficiently and effectively to meet stakeholder needs and expectations.
This includes work processes that initiate, plan, execute, control, and
close work
 Managing a project requires identifying requirements, establishing
clear and achievable objectives, balancing competing demands of
quality, scope, cost, and time, and meeting customer expectations by
making adjustments to all aspects of the project. Due to uniqueness,
projects are often associated with uncertainties and unknowns that
present many challenges to managing project work.
 Requires the completion of a large number of interrelated activities

Program managers need leadership skill set

B. METHODS IN PROJECT MANAGEMENT

- No matter how good your team is, or how efficient your process definition is, if
you are not managing the process with the right methodology and tools, you are
setting yourselves up for an adventure and eventual failure in meeting your
process goals.

1) PREDICTIVE PROJECT MANAGEMENT

 The predictive methodology focuses on planning and analyzing the
projected future in-depth for anticipated risks.
 Also known as the Waterfall method, this methodology relies on an early
phase analysis and a detailed breakup of features and tasks for the entire
development process
  In this traditional model, you define standard timelines to complete tasks
and dependencies between tasks. It also uses milestones to control the
entire process.
 This also determines the critical path and a projected completion date. It
becomes quite challenging to change the direction of the project if
something goes wrong.
 Predictive teams don’t appreciate change, and often buffers are added to
timelines to begrudgingly accommodate minor changes.
 The predictive method doesn’t entertain flexibility in development and is
ideal for projects that have been fully explored on the conceptual level and
now only need to be implemented correctly with performance

The Predictive methodology is one of the best methods for

projects that have regular standards and no scope of
change.

2) ADAPTIVE PROJECT MANAGEMENT

 Also known as Agile methodology.
 Adaptive project management caters to focusing on adapting quickly to
changing scope and project reality.
o As with the waterfall model, with this methodology you still
plan, schedule, identify key milestones and dependencies.
But this model provides way more flexibility in the path to the
end goal, which accommodates changing requirements
along the way.
 The development cycle is quite rapid and iterative.
 Agile is a faster approach compared to the Predictive project management
strategy because of the flexibility of the timeline.
o By following an adaptive method, the final product may differ
from the initial concept and make the overall journey more
exploratory and innovative.

The Agile methodology is popular for projects where

client’s demands and requirements change frequently.
 LEADER VS MANAGER

SKILLS NEEDED:
 Interpersonal Skills
 Communication and Motivation
 Organization and Delegation
 Forward planning and Strategic Thinking
 Problem-solving and Decision making
 Commercial Awareness
 Mentoring

HOW TO DEVELOP:
 Student Societies / Organizations
 Youth Groups
 OJT/Practicum
 Part-time Work
 Professional Studies

RELEVANCE OF MANAGEMENT TO SOCIAL WORK:

 Improve Services
 Policy Analysis
 Empowerment
 Social Development
 PROJECT VS PROGRAM

MANAGEMENT STYLES

 AUTOCRATIC STYLE
- This type of management follows a top-down approach, with one-way
communication from bosses to employees. The most controlling of the dif ferent
management styles, with the management making all workplace decisions and
holding all of the power.

 DEMOCRATIC STYLE
- In this style, manager s encourage employees to give input during the decision-
making process, but are ultimately responsible for the final decision.
Communication goes both ways, top-down and bottom-up, and team
cohesiveness is increased. This process allows for diverse opinions, skills and
ideas to inform decisions.

 LAISSEZ-FAIRE STYLE
- In this style, management takes a hands-off approach to leadership. Staff is
trusted to do their work without super vision, and they are left to control their
decision making and problem-solving. Management is present at the delegation
and deliver y stages of work, but otherwise steps back and gives staff the
freedom to control their workflow and outcomes. Management is only involved
during the process if the staff requests their assistance.
CORE QUALITY OF A GOOD MANAGER
 The capacity to communicate and make relationships with others.
 Communicating and relating to people, helping others to achieve their goals,
supervising their efforts, maintaining morale, consulting a wide range of sources
prior to decision-making, introducing and managing the crisis of change and
problem-solving are just some of the tasks of the practitioner/manager.

SOCIAL WORKER AS SOCIAL WELFARE MANAGER

 The head of a social services department should, if possible, be qualified in
social work and, ideally, be experienced and/or trained in administration.

But,

 If the manager comes from a different occupational background, credibility might

more readily be established by showing a genuine willingness to learn about
social work's current professional concerns and practices.

THE CONCEPT OF SOCIAL WELFARE AND

SOCIAL DEVELOPMENT

I. Definition of Social Welfare

 The term “social welfare” does not have a precise definition.
 The history of social welfare is an interdisciplinary study of the evolution of
charitable works, organized activities related to social reform movements and
non-profit or public social services designed to protect or benefit individuals,
families and citizens of the larger society.

Currently social welfare refers;

 To a wide range of activities and services by volunteers, non-profit
organizations and governmental agencies providing help to needy persons
unable to care for themselves;
 Activities and resources designed to enhance or promote the well-being of
individuals, families and the larger society;
 Efforts to eliminate or reduce the incidence of social problems.
 Organized public or private social services for the assistance of
disadvantaged groups

A. A condition of social welfare is conceived of as comprising of three

elements:
1. The degree to which social problems are managed.
 2. The extent to which needs are met
3. The degree to which opportunities for advancement are provided

Social Illfare – is a condition that results from the inability to manage social problems.

Needs – refers to basic biological survival requirements such as nutrition, safe drinking
water, shelter and personal safety.

B. Approaches for Promoting Social Welfare

While individual and family responsibility has traditionally been the primary means of
promoting social welfare, other forms of support have also evolved.

Religious charity fostered the emergence of a highly organized approach for promoting
people's welfare which catered for the needs of many needy people.

 Organized charity also promoted the emergence of professional social work.

 It also stimulated government involvement in social welfare.

Institutionalized approaches to promoting social welfare;

A) SOCIAL PHILANTROPHY
- Relies on private donations, voluntary effort and non-profit organizations to meet
needs, solve problems and create opportunities.

B) SOCIAL WORK
- Relies on professional personnel to foster welfare goals by working with
individuals, groups and communities.

C) SOCIAL ADMINISTRATION
- Relies on government intervention through a variety of statutory social services.
- Also known as the social service or social policy approach.

D.. Social Welfare and Social Development

Social development may be viewed as an approach for promoting people's welfare (or
social well-being). Social development may be contrasted with other approaches such
as social philanthropy, social work and social administration. All have been
institutionalized as approaches for promoting social welfare. Before reviewing these
different approaches, the meaning of the term 'social welfare' needs to be discussed.

The term 'social welfare' is today widely misused. Although its original meaning was a
noble one, referring broadly to a state of social well-being, contentment and prosperity,
most people today equate the term with charity or with public assistance for poor
families and their children. On the other hand, social development is defined as an
approach to social welfare which offers an effective response to current social
problems.
Social workers usually exercise their responsibilities in practice with individuals, groups
and communities within their roles as agency or organizational representatives. They
are frequently working alongside colleagues from other human service professions,
such as nurses and teachers. Social work does not exist in a vacuum.

D) A Definition of Social Development

- A process of planned social change designed to promote the well-being of the
population as a whole in conjunction with a dynamic process of economic
development. (J. Midgley, 1995)
- Social development is about improving the well-being of every individual in
society so they can reach their full potential.
- Social development transcends the residual and institutional approaches which
have dominated social welfare thinking in the past.
 By linking social welfare directly to economic development policies and
programmes.
- Social development's most distinctive feature is its attempt to harmonize social
policies with measures designed to promote economic development.

A. Development
- It connotes a process of economic change brought about by industrialization.
- Implies a process of social change resulting in urbanization.
- It has a welfare connotation which suggests that development enhances people's
incomes and improves their educational levels, housing conditions and health
status.
- Synonymous to economic progress
- A process of growth, change, evolution or movement.

B. The Social Development Approach

- Social development differs from social philanthropy, social work and social
administration in several ways.
 Social development focuses on the community or society, and on wider
social processes and structures.
 Comprehensive and universalistic as it seeks to enhance the wellbeing of
the whole population.
 Its most distinctive feature is its attempt to link social and economic
development efforts.
 Social development seeks to harmonize social interventions with
economic development effort.
 Social development explicitly seeks to integrate social and economic
processes, viewing both elements as integral facets of a dynamic process
of development.
  It is this emphasis on development that characterizes the social
development approach.
- While the social development approach differs significantly from the other
approaches, it also shares common features with them.
 Social development is committed to promoting the welfare of the
population.
 It also stresses the need for intervention.
 Seeks to link the social services to economic development in a dynamic
way.

C. Characteristics of Social Development

A) Social development is inextricably linked to economic development.

a) It focuses on social problems and implements social policies and
programmes that enhance welfare; it does so within the context of the
development process.

B) Social Development has an interdisciplinary focus which draws on the

insights of the various social sciences.
a) Social development offers an interdisciplinary basis for analyzing and dealing
with current social problems and for promoting social welfare.

C) Social development invokes a sense of process.

a) Social development is a dynamic concept in which the notion of growth and
change is explicit.

D) The process of change, as conceived by the advocates of social

development, is progressive in nature.

E) The process of social development is interventionist.

a) Advocates of social development believe that organized efforts are needed to
bring about improvements in social welfare.
b) They also believe that human beings are able to influence their own future in the
context of wider social, economic and political forces.
c) The process of social development is, therefore, directed by human beings who
implement specific plans and strategies to foster social development goals.

F) Social development goals are fostered through various strategies.

a) These strategies seek, either directly or indirectly, to link social interventions
with economic development efforts.

G) Social development is inclusive or universalistic in scope.

a) It does not focus primarily on needy individuals, but it advocates adoption of a
macro-focus which directs attention to communities, regions and societies.

H) The goal of social development is the promotion of social welfare.

D. SOCIAL DEVELOPMENT IN PSYCHOLOGY
- In psychology, the term 'social development' is widely used to refer to childhood
development and particularly to the acquisition of social skills by children.
 Although psychologists define social development very differently from the
way the term is used here, ideas associated with its psychological
meaning have influenced some social workers who have written about
social development.
 They believe that societies can be improved if individuals experience
personal development and learn to relate to each other in more positive
ways. (Henry Maas,1984)

E. SOCIAL DEVELOPMENT AND SOCIAL CHANGE

- Social Development was popularly used in the early decades of the century the
context of sociological studies of social change.
- Social change (or social evolution as it was also known) as a process which
transforms small, simple and homogeneous communities into large, complex and
heterogeneous societies and promotes modernity.
o Many sociologists at the time rejected any attempt to direct
society's evolution.
o Famous British sociologist Herbert Spencer was particularly
opposed to government intervention in social affairs.
 He argued that efforts by human beings to interfere with
the natural process of change will disrupt the evolutionary
development of society, and impede its progress towards
higher levels of civilization.
o American sociologist Lester Ward disagreed Spencer, and introduced
'applied sociology' - a branch of sociology concerned with the
improvement of social conditions
o British sociologist, Leonard Hobhouse believed that rational human action
can steer the process of social change in desirable directions.
 This required government involvement and the adoption
of planning.
 He did not believe that government intervention was
inevitably beneficial but he disagreed with Spencer's view
that government action will inevitably retard the process
of social evolution.
o The concept of “social planning” was introduced by Charles North (1932),
and subsequently used by social workers.
  Defines planned change as 'the application of social technology
derived from systematic and appropriate knowledge' for the
purpose of 'creating intelligent action and change.

F. SOCIAL WORK AND SOCIAL DEVELOPMENT

- The term 'social development' gained popularity in social work circles in the early
1980s, largely through the efforts of a small group of social workers in the United
States who had been involved with the international agencies or who had worked
in developing countries.
- Most social workers have a very broad and idealistic definition of social
development
 From a psychosocial perspective, social workers define social
development as a process of personal growth and self-
actualization.
 These processes which enhance the functioning of individuals
and result in their self-improvement also result in the
improvement of society.
 Most social workers believe that social development operates
primarily at the individual level but, if successful, it creates a
more harmonious and responsible society.

G. THEORIES USE IN SOCIAL DEVELOPMENT

1) Representational Theory
 Representational theory is the most basic form of theory.
 Seeks to create conceptual images or representations of situations.
 Translates observable patterns or structures in the real world into abstract,
mental pictures.
 It does not seek to explain why events take place, but rather to provide a
conceptual framework which can facilitate the analysis of causal
associations.
 Representational theories are based on concepts.

2) Explanatory or Analytical Theory

 Specifically concerned with causal associations.
 Explanatory theories often build on representational theories, but their
primary purpose is to explain why particular events occur.
 These theories also organize concepts into hypotheses that can be tested
empirically.
 The verification and refutation of hypotheses is a critically important part of
the process of developing correct explanations of events.

3) Normative Theory
 Concerned with the evaluation of events, and with the formulation of
principles which will inform the policy making process.
  While analytical theory is limited to explaining events, normative theory
assesses these events in terms of evaluative criteria.
 Normative theories are widely used in applied fields such as social work,
social policy and social development and they are of obvious value in
determining whether particular approaches are effective or not.

- When discussing project management phases, the mention of project life cycle is
inevitable.
- The project phases make up a project life cycle, and as such, the phases are
tailored to fit a project’s needs.
- The elements of a project life cycle define:
o What work must be accomplish
o What deliverables must be generated and reviewed
o Who must be involved?
o How to control and approve each phase
- Determining these elements will take a project from start to finish.
o It provides a systematic, timely, and controlled process that benefits a
project’s stakeholders.
o This helps PMs define what needs to be accomplished before moving onto
the next phase of a project.

- According to PMI, “project management is the application of knowledge,

skills, tools, and techniques to a broad range of activities in order to meet
the requirements of a particular project.”
o There are five phases of project management that serves as roadmap
to accomplishing the project goals.

5 BASIC PHASES OF PROJECT MANAGEMENT

1) INITIATION
- Define project goals
- Create a business case
- Complete the project charter
- Draw up the list of stakeholders

2) PLANNING
- Define scope
- Create a project plan
- Set a budget baseline
- Define roles and responsibilities

3) EXECUTION
- Allocate project resources
- Manage project resources
- Build the product or process
- Meet often and fix issues as they rise

4) MONITORING AND CONTROL

- Track effort and cost
- Monitor project progress
- Ensure adherence to plan
- Prevent any chance for disruptions

5) COMPLETION
- Handover deliverables
- Review project deliverables
- Get project results approved
- Document project learnings

PHASE 1: PROJECT CONCEPTION AND INITIATION / PROJECT

IDENTIFICATION

- Project Identification a process to assess each project idea and select the
project with the highest priority
- Concerned with collection, compilation and analysis of economic data for the
eventual purpose of locating possible opportunities for investment.
- The purpose of project identification is to develop a preliminary proposal for the
most appropriate set of interventions and course of action, within specific time
and budget frames, to address a specific development goal in a particular region
or setting.

A. Identification involves:
o A review of alternative approaches or options for addressing a set of
development problems and opportunities;
o The definition of project objectives and scope of work at the degree of
detail necessary to justify commitment of the resources for detailed
formulation and respective preparatory studies; and
o The identification of the major issues that must be tackled and the
questions to be addressed before a project based on the concept can
be implemented.

B. Steps for the project initiation phase may include the following:

1) Undertaking a feasibility study: Identify the primary problem your project will
solve and whether your project will deliver a solution to that problem
2) Identifying scope: Define the depth and breadth of the project
 3) Identifying deliverables: Define the product or service to provide
4) Identifying project stakeholders: Figure out whom the project affects and
what their needs may be
5) Developing a business case: Use the above criteria to compare the
potential costs and benefits for the project to determine if it moves forward
6) Developing a statement of work: Document the project’s objectives, scope,
and deliverables that you have identified previously as a working agreement
between the project owner and those working on the project
C) Tools used in project identification:
- there are many tools that can be use in project identification but these are
some of the most commonly use:

a. Situational and Environmental Analysis

b. SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)
c. Problem and Opportunity Studies
d. Resource Analysis

PHASE 2: PROJECT PLANNING

- Planning is an important thing performed before any program. In national

level planning is an effort to allocate resources for the goal spelt out
by the government.
o This will help prioritize the allocation for different sectors.
- During this phase of the project management life cycle, you break down
the larger project into smaller tasks, build your team, and prepare a
schedule for the completion of assignments.
o Create smaller goals within the larger project, making sure each is
achievable within the time frame.
o Smaller goals should have a high potential for success.

A. Methods for setting goals:

 S.M.A.R.T
 CLEAR

1) S.M.A.R.T Goals – This method helps ensure that the goals have been
thoroughly vetted. It also provides a way to clearly understand the implications of
the goal-setting process.
 Specific – To set specific goals, answer the following questions: who,
what, where, when, which, and why.
 Measurable – Create criteria that you can use to measure the success of
a goal.
 Attainable – Identify the most important goals and what it will take to
achieve them.
  Realistic – You should be willing and able to work toward a particular goal.
 Timely – Create a timeframe to achieve the goal.

2) C.L.E.A.R Goals – A newer method for setting goals that takes into
consideration the environment of today’s fast-paced businesses.
 Collaborative – The goal should encourage employees to work together.
 Limited – They should be limited in scope and time to keep it manageable.
 Emotional – Goals should tap into the passion of employees and be
something they can form an emotional connection to. This can optimize
the quality of work.
 Appreciable – Break larger goals into smaller tasks that can be quickly
achieved.
 Refinable – As new situations arise, be flexible and refine goals as
needed.

B. Steps for the planning phase

1) Creating a project plan: Identify the project timeline, including the phases of the
project, the tasks to be performed, and possible constraints
2) Creating workflow diagrams: Visualize your processes using swimlanes to
make sure team members clearly understand their role in a project
3) Estimating budget and creating a financial plan: Use cost estimates to
determine how much to spend on the project to get the maximum return on
investment
4) Gathering resources: Build your functional team from internal and external
talent pools while making sure everyone has the necessary tools (software,
hardware, etc.) to complete their tasks
5) Anticipating risks and potential quality roadblocks: Identify issues that may
cause your project to stall while planning to mitigate those risks and maintain the
project’s quality and timeline
6) Holding a project kick-off meeting: Bring your team on board and outline the
project so they can quickly get to work

C. Some of the documentary tools useful for this stage:

1) Scope Statement – A document that clearly defines the business need, benefits
of the project, objectives, deliverables, and key milestones. A scope statement
may change during the project, but it shouldn’t be done without the approval of
the project manager and the sponsor.
2) Work Breakdown Schedule (WBS) –This is a visual representation that breaks
down the scope of the project into manageable sections for the team.
3) Milestones – Identify high-level goals that need to be met throughout the project
and include them in the Gantt chart.
4) Gantt Chart – A visual timeline that you can use to plan out tasks and visualize
your project timeline.
 5) Communication Plan – This is of particular importance if your project involves
outside stakeholders. Develop the proper messaging around the project and
create a schedule of when to communicate with team members based on
deliverables and milestones.
6) Risk Management Plan – Identify all foreseeable risks. Common risks include
unrealistic time and cost estimates, customer review cycle, budget cuts,
changing requirements, and lack of committed resources.

PHASE 3: PROJECT EXECUTION / IMPLEMENTATION

- His is where pans are turned to actions.

- Where deliverables are developed and completed.
- Execution relies heavily on the planning phase. The work and efforts of
the team during the execution phase are derived from the project plan.

A. Steps for the project execution phase may include the following:

1. Creating tasks and organizing workflows:

 Assign granular aspects of the projects to the appropriate team
members, making sure team members are not overworked
2. Briefing team members on tasks:
 Explain tasks to team members, providing necessary guidance on how
they should be completed, and organizing process-related training if
necessary
3. Communicating with team members, clients, and upper management:
 Provide updates to project stakeholders at all levels
4. Monitoring quality of work:
 Ensure that team members are meeting their time and quality goals for
tasks
5. Managing budget:
 Monitor spending and keeping the project on track in terms of assets
and resources

B. Tasks completed during the Execution Phase include:

 Develop team
 Assign resources
 Execute project management plans
 Procurement management if needed
 PM directs and manages project execution
 Set up tracking systems
 Task assignments are executed
 Status meetings
  Update project schedule
 Modify project plans as needed

PHASE 4: PROJECT PERFORMANCE MONITORING & EVALUATION

- This is all about measuring project progression and performance and

ensuring that everything happening aligns with the project management
plan.
o To guarantee delivery of what was promised, teams must
monitor tasks to prevent scope creep, calculate key
performance indicators and track variations from allotted
cost and time.
- Project managers will use key performance indicators (KPIs) to determine
if the project is on track.

Key Performance Indicator

A. KPI’s to measure performance

 Project Objectives:
o Measuring if a project is on schedule and budget is an
indication if the project will meet stakeholder objectives.

 Quality Deliverables:
o This determines if specific task deliverables are being met.

 Effort and Cost Tracking:

o Project managers will account for the effort and cost of
resources to see if the budget is on track. This type of
tracking informs if a project will meet its completion date
based on current performance.

 Project Performance:
o This monitors changes in the project. It takes into
consideration the amount and types of issues that arise and
how quickly they are addressed. These can occur from
unforeseen hurdles and scope changes.

PHASE 5: PROJECT CLOSURE

- This phase represents the completed project.

 - In the closure phase, you provide final deliverables, release project
resources, and determine the success of the project.
- Where valuable team members are recognized and acknowledged.
- Once the project is complete, PMs still have a few tasks to complete.
o They will need to create a project punch list of things that
didn’t get accomplished during the project and work with
team members to complete them.
o Perform a final project budget and prepare a final project
report.

A. Steps for the project closure phase may include the following:

1. Analyzing project performance:

o Determine whether the project's goals were met (tasks completed, on
time and on budget) and the initial problem solved using a prepared
checklist.

2. Analyzing team performance:

o Evaluate how team members performed, including whether they met
their goals along with timeliness and quality of work.

3. Documenting project closure:

o Make sure that all aspects of the project are completed with no loose
ends remaining and providing reports to key stakeholders.

4. Conducting post-implementation reviews:

o Conduct a final analysis of the project, taking into account lessons
learned for similar projects in the future.

5. Accounting for used and unused budget:

o Allocate remaining resources for future projects.
RECAP
Difference between:

Social Welfare Programs / Projects – any of a variety of governmental programs

designed to protect citizens from the economic risks and insecurities of life. The most
common types of programs provide benefits to the elderly or retired, the sick or invalid,
dependent survivors, mothers, the unemployed, the work injured, and families.

Social Services – Social services are a range of public services provided by the
government, private, profit and non-profit organizations. Social services include the
benefits and facilities such as education, food subsidies, health care, police, fire service,
job training and subsidized housing, adoption, community management, policy
research, and lobbying.

Project Management – application of processes, methods, skills, knowledge and

experience to achieve specific project objectives according to the project acceptance
criteria within agreed parameters.

The core components of project management are:

- defining the reason why a project is necessary
- capturing project requirements, specifying quality of the
- deliverables, estimating resources and timescales;
- preparing a business case to justify the investment
- securing corporate agreement and funding
- developing and implementing a management plan for the project;
- leading and motivating the project delivery team
- monitoring progress against plan;
- managing the project budget;
- maintaining communications with stakeholders and the project
organization;
- closing the project in a controlled fashion when appropriate.

Can the project be done?

Technically feasible: will the technique(s) to be used at the project site achieve the
desired management option (eradication, long-term control) of the target
populations(s)?

Sustainable: can you prevent re-invasion of the target species and invasions of new
species; or keep target populations to be desired level, e.g. zero density, 50% density?

Socially acceptable: does the project have full support from the community and other
key stakeholders?
Politically and legally acceptable: will you be able to secure all required permits and
consents?
Environmentally acceptable: Can you ensure a manageable impact on the
environment?

Capacity: Do you have, or can you acquire, the skilled people, resources and
equipment that will be required?

Affordability: Will you be able to secure the required funding for the life of the project?

Feasibility Study - A feasibility study is an analysis that considers all of a project's

relevant factors—including economic, technical, legal, and scheduling considerations—
to ascertain the likelihood of completing the project successfully

MAIN KEYS:
 A feasibility study assesses the practicality of a proposed plan or project.
 A feasibility study considers many factors, including economic, technical,
legal, and scheduling to determine whether a project can succeed.
 Whether a project is feasible or not can depend on the project's cost and
return on investment, which might include revenue from consumers.
 A company may conduct a feasibility study to consider launching a new
business or adopting a new product line.
 It's a good idea to have a contingency plan in case of unforeseeable
circumstances or if the original project is not feasible.

5 Benefits of conducting a PROJECT FEASIBILITY STUDY

1. Give valid reasons for undertaking the project

- It helps the project team to identify valid reasons to undertake the
project. The project feasibility study helps the project team to measure
the validity of the reasons for doing a project in a quantified manner. Our
gut feelings do not hold any value here!

2. Make key decisions prior to the project kick-off

- It helps project team make critical decisions prior to the project kick
off. The crucial decision can be in terms of whether or not the project is
doable, whether or not the project is operationally and financially viable
etc.

3. Prioritize business problems and improvement opportunities

- The project feasibility study helps project teams prioritize the business
problems or improvement opportunity. Of course, the prioritization is
done in a quantified manner.
4. Narrow down the scope of the project
- The project feasibility study helps narrow down the scope of the
business problem under consideration. The business problem can be
complex and vast in nature. In such a case, in order to reduce the
complexity, it is necessary to narrow down the scope of the problem or
improvement opportunity. One or two improvement projects cannot solve
all problem of the organization. You will have to look at each business
problem separately

5. Determine the success rate of the project

- The study helps enhance the success rate of the project by evaluating
multiple parameters. The rule is simple! The project feasibility study has to
be 360-degree. For the given business problem or improvement
opportunity, the study shall be done considering all relevant parameters. It
ensures project success on 95%+ occasions.