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Chapter Two: Project Life Cycle
Chapter Two: Project Life Cycle
Definition
Features of Project Cycle
Project Cycle Models
World Bank Project Cycle
UNIDO Project Cycle
Integrated Project Planning and Management Cycle
(IPPMC)
Development Project Studies Authority (DEPSA) Life cycle
Definition
inferior alternatives.
• Select one or more of them as potentially
viable.
• This calls from a quick preliminary screening
by experienced professionals who could also
modify some of the proposal.
• At this stage the analyst should eliminate
proposals that are technically unsound.
Cont’d
• Pre-feasibility Study:
• Promising options should be investigated in a
systematic manner to suggest which are to be
eliminated.
• Sophisticated analysis of the technical, financial,
social and institutional aspect of the project is
postponed to a later stage.
• However, the report should indicate which of these
aspects deserve particular attention during the
subsequent step. These reports are called pre-
feasibility studies.
2. Project Preparation (feasibility Study)
• Decisions have to be made on the scope of the project,
location and site, soil and hydrological requirements,
project size (farm or factory size), etc.
• Resource base investigations are undertaken and
alternative forms of projects are explored.
• Complete technical specifications of distinct proposals
accompanied by full details of financial and economic
costs and benefits are the out come of the project
preparation stage.
• The project now exists as a set of concrete proposals.
• Practically, project design and formulation is an area in
which local and international consultants are very active,
especially for big projects that cover large areas and have
big budgets.
2. Project Preparation (feasibility Study)
• Once projects have been identified, there begins a
process of progressively more detailed preparation and
analysis of project plans.
• At this stage, the project is being seriously considered as
a definite investment action.
• Project preparation, (also called project formulation),
feasibility studies and covers the establishment of
commercial, technical, institutional, financial, and socio-
economic feasibility.
• Decisions have to be made on the scope of the project,
location and site, soil and hydrological requirements,
project size (farm or factory size), etc.
3. Projects Appraisal and Investment Decision
• Activation
- Activation involves the coordination and allocation of
resources to make the project operational.
- It is bringing together all the different members of the
project team like the professionals, technicians, resource
personnel, and others like the consultants, contractors,
suppliers and policy makers.
- Responsibilities and authorities are delegated to make
decisions related to personnel, legal, financial,
organizational, procurement and administrative matter.
Phase 3: Operation, Control, and Handover
• Implementation
- Allocation of tasks to groups within the project orgn.
- At this point, a final review of the project design and
timetable is undertaken, and any necessary changes or
adjustments are included.
- Decisions about the procurement of equipment,
resources, and manpower also need to be made.
- Schedules and time frames need to be established, and
efficient feedback, communication, and other
management information systems must be set up.
Phase 3: Operation, Control, and Handover
• Supervision and control
- Appropriate procedures must be activated to provide
feedback to both the policy makers & project manager
- Control procedures must identify and isolate problem
areas
- Specific management tools, such as CPM, PERT, and other
forms of network analysis are particularly useful.
• Break down a project into detailed activities & establish
the interrelationships between & among them
- In addition to providing internal control, those funding
the project maintain an independent monitoring and
control system.
- Take into account the changing patterns
Phase 3: Operation, Control, and Handover