MBM 3323: PROJECT PLANNNG AND MANAGEMENT

MBM 3323: PROJECT PLANNING AND MANAGEMENT

Introduction:
This course provides the basics for trainees by introducing essential project management concepts and
methods. The trainees will learn how to identify project components, organize them effectively and
control the project from the earliest steps of developing the project charter through the final steps of a
project - documentation and execution.
Learning Objectives:
At the end of this course unit, the trainee should be able to: -Understand and articulate the importance of
Project Management in any water project.

a) Develop business proposal to a real enterprise

b) Apply knowledge in all aspects of planning, implementation and appraisal of projects programmes in
Community, Public and Private and sectors.

c) Apply project management tools such as Log Frame, Gantt Charts, PERT and CPM.

d) Understand the role and process of project monitoring and evaluation.

e) Create a project Work Breakdown Structure

Topics and Learning Activities:

Foundational concepts in Project Management - Projects and organizational strategy, Projects and
programmes, Projects and socioeconomic development, Definitions and project objectives, The Life
Cycle Approach. Project Management Standards and Frameworks, Integrating projects into strategy and
programmes. Project Planning - Entrepreneurship and Initiation, Initial Screening and Selection,
Feasibility Study and project, proposals, Project Selection Models, Evaluating social projects. Project
Implementation and Control - Planning Process Overview, Work Break-Down Structure, Scheduling,
Budgeting, Resource Allocation, Contracts and negotiation, Monitoring and Control, Risk
Management.The Project Manager, Team and Organization - Role and Selection of Project
Organization, The Team, Projects and “normal” organizations structures, Project Management as a
Profession.Terminating and Evaluating a Project - Project completion, Evaluation Criteria, Monitoring
and Evaluation, Log Frame, Project Auditing, Project Termination, The Final report.
Reference Material:
Learning Resources:

1. Jack R. Meredith; Samuel J. Jr. Mantel, Project Management: A Managerial Approach, Wiley –Main
text – Get latest edition

2. Prasana Chandra, Projects: Planning, Analysis, Selection, Implementation & Review, Tata
McGrawhill, - Get latest edition

3. Buttrick, Robert, The Interactive Project Workout 4th, Prentice Hall, 2009

4. Rory Burke, Project Management Planning and Control Techniques, Wiley-India, 4 th Ed, 2004 (2009
reprint)

Assessment:
Main Exam: 70% ,CATs: 30%

1
PROJECT MANAGEMENT AND PLANNING

Project –is a series of related activities which must be implemented in a logical

sequence from a given start time to a given end time.

Project is composed of set of activities that should be carried out to obtain certain
objectives in a certain time and certain locality.

Project is a mean of moving from a problem to a solution via a series of planned

activities.

Types of projects

Projects are usually categorized into the following.

Nature of the project

 Engineering projects
 Manufacturing projects
 Research projects
 Social projects
 Business projects

Complexity of the project

 Large projects
 Small projects
 Medium projects
 Micro projects

Ownership of the project

 Government projects
 Private projects
 International projects
 Community projects
 Nongovernmental projects.

Sectors of the project

2
  Social projects
 Agricultural projects
 Health projects
 Education projects

Purpose of the projects

 Income generating
 Civil and constructing projects
 Environmental conservation projects

CHARACTERISTICS OF A PROJECT

 It should have fixed objectives

 It should have a life span
 It should be unique
 Its flexible- keeps changing throughout its life cycle
 It ha s a life cycle
 Its temporary
 It has a target beneficiaries

PROJECT MANAGEMENT

Is set of methods and tools designed to enable organizations to plan, manage and
achieve the set goals.

Is the discipline of planning ,organizing, securing and managing resources to bring

about the successful completion of specific project goals.

Importance of project management

 It helps in mobilization of resources

 It ensures adherence to set goals
 It helps organization to achieve its goals
 It helps organization to achieve its objective within a given budget
 It helps organization to achieve its objective within a given period of time
 It enhances sustainability of a project
 It enhances effectiveness and efficiency in the management of resources
 It provides a good framework for enhancing accountability and responsibility
 It enhances culture of creativity ,research and innovation.

3
Principles of project management

 Clearly defined goals-for a project to succeed in developing a project there

should be a clear end point n mind.
 Team work and team building- for a project to make or break a project team
must be in place as important resources.
 Check point-they are used to give directions on how a project is proceeding.
 Timetable- the schedule of activities must o in line with time estimates
 Reinforcement- managers should try to reinforce commitment and excitement.
 Consistency – for a project to succeed one should keep focused to an end goal in
mind.
 Time estimates- there is actual time to be taken for activities implementation
 Information- project managers must come up with good communication system
 Success- project should succeed.
 Effective planning- project must be planned and designed appropriately so that
control is possible.
 Target beneficiaries-any project initiated must have target beneficiaries

Reasons for Initiation of Projects

In the following scenarios, projects are initiated

 For development or modification of the project

 For starting new business
 For closing or reallocating a facility
 For some community issues
 For regulatory mandate
 For implementation of new system or process
 For re-engineering process so that recycle time & complaints are reduced and
errors are eliminated.
 For introduction of new tools, equipment or techniques

Project Environment

All the projects are planned and executed in an economic, social, political,
environmental and international context.

1. Cultural and Social Environment

4
This environment includes how people are affected by the project and how they in turn
affect the project. This needs comprehension of demographic, economic, ethnic,
religious, ethical and cultural sensitivity issues.

2. International & Political Environment

The understanding of international, national, regional or local customs and laws is

covered in this area. Furthermore certain other factors are also included like
teleconferencing facilities, time zone differences, national holidays, level of the
technology usage and travel means & logistic requirements.

3. Physical Environment

The knowledge about physical geography and local ecology is included in this kind of
project environment that can influence the project or influenced by the project.

Project Participants/stakeholders

Project stakeholders-are individuals and organizations that are actively involved in

the project.

Project participants include the stakeholders who have the interest or share in the
company. The stakeholders of the company contain directors, management
shareholders, government, suppliers, customers, employees and community. The
outcomes and objectives of the company influence these stakeholders. They have
different level of authority and responsibility so they should not be neglected. The
project manager must attempt to accomplish & manage the expectations of the
shareholders. Both negative and positive stakeholders are present.

5
Following are some of main key stakeholders of the project.

1. Project Manager

The individual who has the responsibility to manage the project is considered as project
manager.

2. Customer or End User/ client/ users/

Customers or end users are those persons or organizations that will utilize the product
of the project.

3. Performing Organization/contractors

Performing organization is the one whose employees are most directly participate in
performing the project work.

4. Project Management Working on Project

These include the team members who are participating directly in the activities of the
project management.

5. Project Team Members

The group that is doing the project work is considered as project team members. It
contains the members are directly participating in the activities of the project.

6. Sponsors/owners

The person or group that supplies financial resources for the project in cash or any
other kind is referred to as sponsor.

7. Influencers

People or group that although does not involve directly in the project but can indirectly
influence the project positively or negatively are called influencers.

8. Project Management Organization

Project management organization can be included in the performing organization where

it acts as stakeholder by taking the responsibility of results the project.

6
Project Manager

The individual who has the responsibility to manage the project is considered as project
manager.

Characteristics of a good manager

 Should be honest
 Should be confident
 Should be focused
 Should be organized
 Should be flexible
 Should be understanding
 Should be kind
 Should be risk taker
 Should be open minded
 Should be self motivated
 Should have good communication skills
 Should be knowledgeable

Roles of a project manager

 Solving problems
 Act as a role model
 Ensure satisfaction of customers and stakeholders
 To deal with human resource management
 To ensure achievement of project goals
 To deal with non human resource management
 To set organizational goals and objectives
 To execute the project plans
 To define and maintain the integrity of a project.
 To control, coordinate and direct project activities.

7
 Factors to consider when selecting a project manager
 Broad experience
 Excellent communication skills
 Excellent leadership skills
 Excellent organizational skills
 Creativity and innovation
 Ability to manage politics related to project.

PROJECT CYCLE MANAGEMENT (PCM)

Project identification phase

It is the process of searching for promising project ides at are likely to solve any
problem of the community.

It is the process of selecting the best project that is likely to improve the living
standards of the community members.

Methods used in project identification.

 Participatory mapping
 Rapid participatory dry land appraisal
 Group discussions

Challenges of project identification

 Lack of community participation

 Language barriers
 Inadequate resources
 Insecurity
 Lack of skills and knowledge
 Poor leadership
 Poor government policies
 Culture and religious belief
 Poor technology.

8
Project planning and design

Project planning is a discipline for stating how to complete a project within a certain
timeframe, usually with defined stages, and with designated resources.

Is the process of formulating a detailed method or procedure by which a specified

project is to be done or carried out.

It is the process to find who does what, when to be done, where to be done and how
to be done.

Project design is a map with the implementation plan of the proposed project.

Factors to consider in project planning

 Need of the client

 Sources of the resources
 Project goals
 Budget consideration
 Contactors
 Financing
 Task involved

Work breakdown structure

This is breaking down project into individual components in a hierarchical structure

It provides definition to the project scope by showing the hierarchical breakdown of

activities and the end products that must be completed to finish the project.

Examples of work break down structure

HOUSE

CIVIL PLUMBING ELECTRCAL

FOUNDATI WALLS/ PIPING SEWERAG WIRING APPLIANCE 9

ON ROOFING E SS
Advantages of work breakdown structure

 Provides definition to the project scope

 Defines tasks that can be completed independently of other tasks
 Facilitating resource allocation
 Facilitating assignment of responsibilities
 Facilitates measurement of the project
 Facilitates n control of the project

PROJECT SCHEDULING

Is a detailed plan of major projected phases, milestones, activities, tasks and the
planned start and date for each task and the resources allocated to each task?

Is a listing of a projects milestones, activities and deliverables usually with intended

start and finish date.

A schedule tells one when each activity should be done, what has already been
completed and the sequence in which activities need to be finished

Project Effort Planned Planned end Resources

phase estimated in start date date
days
1 Initiate 23days 06/01/2019 29/01/2019 Name
project
2 Develop 18days 01/07/2019 17/07/2019 Name
work plan
3 Execute and 146 days 01/08/2019 22/12/2019 Name
control
project
4 Project 13days 01/01/2020 13/01/2020 Name
closure
5

10
Project planning techniques/ tools

They include

 Critical path method( CPM)

 Project evaluation and review technique. (pPERT
 SWOT analysis
 Gant chart analysis

CRITICAL PATH METHOD

Is a method for planning controlling and project management.

The critical path method (CPM), or critical path analysis (CPA), is an algorithm for
scheduling a set of project activities.

Example. 1

The following activities are identified in the project:

11
Advantages of CPM:

The important of CPM technique are:

1. It helps in ascertaining the time schedule of activities having sequential relationship.

2. It makes control easier for the management.

3. It identifies the most critical elements in the project. Thus, the management is kept
alert and prepared to pay due attention to the critical activities of the project.

4. It makes better and detailed planning possible.

Disadvantages of CPM

The main limitations of the CPM are:

1. CPM operates on the assumption that there is a precise known time that each activity
in the project will take. But, it may not be true in real practice.

2. CPM time estimates are not based on statistical analysis.

3. It cannot be used as a controlling device for the simple reason that any change
introduced will change the entire structure of network. In other words, CPM cannot be
used as a dynamic controlling device.

Examples

The following represents activities of a network.

Activity Preceding Activity Duration Days
A - 4
B A 7
C A 5

12
 D A 6
E B 2
F C 3
G E 5
H B,F 11
I G,H 7
J C 4
K D 3
L I,J,K 4
Required:
a) Draw the network diagram and find the critical path
b) Calculate the floats of the network in question
Solution. (a)

E 4 G
8

5
I
7

F 10
1 9
L
A
2
J
C 6

13
 K

3
D

Time analysis
This is concerned with the determination of
a) The minimum time it will take to complete the project
b) He critical path
Time analysis involves two stages
a) The forward pass
b) The backward pass
Forward pass
 Start at the beginning of network at time zero and progressively work through
the network to the finishing point adding the duration of activities cumulatively
 The sums so obtained are referred to as the Earliest Event Starting Time (EST)
 The last entry will be the earliest completion time of the project
 Where there is more than one activity leading to an event there will be two or
more possible cumulative sums. In such a case the bigger of the sums obtained
is taken : i.e the longer path is taken
Backward pass
 Start at the end of the network and work through the network back to the
starting point cumulatively subtracting of the activities.
 The figures so obtained are referred to as the latest event starting times (LST)
 Whenever there are more than one possible paths to an event, the smaller of the
difference obtained is used.

14
 Project time floats
Floats – refers to spare time in a network
Types of floats
1. Total float- refers to the amount of time an activity or a path of activities
could be delayed without affecting the overall project duration.
LFT-EST-duration of activity

Exercise
1.The following represents activities of a network.

Activity Preceding Activity Duration Days

A - 4
B - 7
C A 3
D A 3
E B 2
F B 2
G D,E 2
H F,G 3

Required:
a) Draw the network diagram and find the critical path
b) Calculate the floats of the network in question

15
2.The following represents activities of a network.

Activity Preceding Activity Duration Days

A - 6
B - 3
C A 3

D A 4
E A 3
F C 5
G D 5
H B,D,E 5
I H 2
J F,G,I 3

Required:
c) Draw the network diagram and find the critical path
Critical path A-D-H-I-J
Completion time 20weeks

PROJECT EVALUATION AND REVIEW TECHNIQUE

PERT Analysis. Program Evaluation and Review Technique (PERT) is a method used
to examine the tasked that are in a schedule and determine a variation of the Critical
Path Method (CPM). It analyzes the time required to complete each task and its
associated dependencies to determine the minimum time to complete a project.

Advantages of PERT

The advantages of PERT are mentioned below:

 Planning For Large Projects

16
  Visibility of Critical Path
 Analysis of Activities
 Coordinating Ability
 The What - if –Analysis

Planning For Large Projects: The scheduling of project activities is done easily with
the help of PERT system by the project manager. This technique is more active in large
sophisticated project works. As PERT is event oriented programming technique, three
elements are necessary to define an event. They are:

1. What is the time required to perform the event?

2. What comes after the event?
3. What is coming before the event?

The answers to the above question make the scheduling easier and clear.

Visibility of Critical Path: The PERT method will show the critical path in a well-
defined manner. The critical path is the path with activities that cannot be delayed
under any circumstances. A proper knowledge about the stack values with limited
conditions of dependencies will help the project manager to bring fast and quality
decisions that will favor the project performance.

Analysis of Activity: The activity and the events are analyzed from the PERT
networks. These are analyzed independently as well as in combination. This will give a
picture about the likely completion of the project and the budget.

Coordination: The various departments of the construction organization will deliver

data for the PERT activities. A good integration is developed between all the
departments which will help in improving the planning and the decision-making
capabilities of the project team. The combination of qualitative and quantitative values
from a large amount of data will help in improving the coordination of the project
activities. This will also improve the communication between various departments of the
organization.

What - if -Analysis: The possibilities and the various level of uncertainties can be
studied from the project activities by properly analyzing the critical path. This type of
analysis is called as what-if-analysis. For this various sets of permutation and
combination is conducted. Among them, the most suitable combination is taken into
consideration. This set chosen will be the one with minimum cost, economy and best
result. This analysis helps to identify the risk associated with any activities.

Disadvantages of PERT

Various Demerits of PERT are mentioned below:

17
  Time Focused Method
 Subjective Analysis
 Inaccuracy due to Prediction
 Expensive 
 Other Issues

Time Focused Method: The method of PERT is a time oriented method, where the
time required completing the respective activity is of higher importance. Hence the time
determination of each activity and its allocation is very much necessary. This is done
based on an assumption and within this time the work will be completed. If this is not
the case issues will arise.

Subjective Analysis: The activities for a project are identified based on the data
available. This is difficult in case of PERT as these are mostly applied for a project that
is newly conducted or those without repetitive nature. The project dealt by PERT will be
a fresh project data that make the collection of information to be subjective in nature.
This will bring less accuracy on the time and the estimated time.There are chances to
have inaccuracy and bias in the sources of data. This makes it unreliable. As this is not
repetitive in nature, there is no sense in bringing the records from the past historical
data.

Prediction Inaccuracy: As there is a not past record or assistance to bring an outline

for the project, predictions takes their role. The overall project may move to total loss if
the predictions and the decisions are inaccurate. No trial and error method can be
employed.

Expensive: As this method is carried out based on predictions in overall, they find too
expensive in terms of methods employed, the time consumed and the resources used.

Other Issues: This method is highly labor intensive in nature. As there are chances of
increase in project activities large and complicated networks are developed as many
task dependencies come into existence. If two activities share common resources, this
technique won’t find very apt for the project. 

SWOT ANALYSIS

SWOT analysis (or SWOT matrix) is a strategic planning technique used to help a
person or organization identify strengths, weaknesses, opportunities, and threats
related to business competition or project planning

18
Strengths (internal, positive factors)

Strengths describe the positive attributes, tangible and intangible, internal to your
organization. They are within your control.

 What do you do well?

 What internal resources do you have? Think about the following:
o Positive attributes of people , such as knowledge, background, education,
credentials, network, reputation, or skills.
o Tangible assets of the company, such as capital, credit, existing customers
or distribution channels, patents, or technology.
 What advantages do you have over your competition?
 Do you have strong research and development capabilities? Manufacturing
facilities?
 What other positive aspects, internal to your business, add value or offer you a
competitive advantage?

Weaknesses (internal, negative factors)

Weaknesses are aspects of your business that detract from the value you offer or place
you at a competitive disadvantage. You need to enhance these areas in order to
compete with your best competitor.

 What factors that are within your control detract from your ability to obtain or
maintain a competitive edge?
 What areas need improvement to accomplish your objectives or compete with
your strongest competitor?
 What does your business lack (for example, expertise or access to skills or
technology)?
 Does your business have limited resources?
 Is your business in a poor location?

Opportunities (external, positive factors)

Opportunities are external attractive factors that represent reasons your business is
likely to prosper.

 What opportunities exist in your market or the environment that you can benefit
from?
 Is the perception of your business positive?
 Has there been recent market growth or have there been other changes in the
market the create an opportunity?
 Is the opportunity ongoing, or is there just a window for it? In other words, how
critical is your timing?

19
Threats (external, negative factors)

Threats include external factors beyond your control that could place your strategy, or
the business itself, at risk. You have no control over these, but you may benefit by
having contingency plans to address them if they should occur.

 Who are your existing or potential competitors?

 What factors beyond your control could place your business at risk?
 Are there challenges created by an unfavorable trend or development that may
lead to deteriorating revenues or profits?
 What situations might threaten your marketing efforts?
 Has there been a significant change in supplier prices or the availability of raw
materials?
 What about shifts in consumer behavior, the economy, or government
regulations that could reduce your sales?
 Has a new product or technology been introduced that makes your products,
equipment, or services obsolete?

Advantages of SWOT analysis

1. Factor identification
The primary advantage of using SWOT analysis is that it allows an organization
or its individuals to become familiar of their internal and external situations
and/or factors that are favorable and unfavorable to their goals and objectives.
This familiarity equips them with knowledge needed to support decisions or
directives.
Using the SWOT framework essentially stimulates critical and reflective thinking.
This allows an organization or individuals to understand and appreciate where
and how they currently stand. This framework also helps in assessing core
competencies and deficiencies.
2. Wide application
One of the advantages of SWOT analysis is its wide applicability across a variety
of organizational requirements. For example, aside from providing an overview of
the internal and external situations of an entire business, SWOT has also been
used to analyze the situation of a particular department or function within the
business, a specific project, processes and practices, people or a team, resources
and capabilities, the geographic market and the target market, or a brand or a
product, among others.
3. Simplicity
Using the SWOT framework as an analytical tool does not require technical skills
or special training. Essentially, any individual or a team with the right amount of
knowledge about a particular object being analyzed can easily perform a SWOT
analysis.
The same simplicity of using SWOT means that it is inexpensive. An organization
can simply task people from its talent pool rather than hiring an external

20
 consultant to perform this analytical tool. The simplicity of SWOT also means
that it can be performed within a relatively short amount of time.
4. Expandability and integration
Expandability through integration is another advantage. Take note of data
integration as an example. Quantitative and qualitative data from different
sources can be used to substantiate the requirements of the SWOT framework. A
data-driven analysis means that directives are always based on informed
decisions and opinions.
SWOT can also be integrated in other analytical frameworks or used to expand
other tools used for situational analysis such as Value Chain analysis, RBV
analysis, PEST analysis, and Five Forces model, among others. This means that
the SWOT framework can improve the quality of internal and external analysis.

Disadvantages of SWOT analysis

1. Prone to ambiguity
A key disadvantage of SWOT analysis is its susceptibility to ambiguity.
Performing a SWOT generates a long list of strengths, weaknesses, threats, and
opportunities relevant to the object being analyzed. However, the entire
framework does not provide any mechanism for ranking the items within the list
or determining which of the identified factors have more weight.
There is also the problem with the tendency to stir a one-dimensional
perspective. Under the SWOT framework, a factor is usually seen as a strength,
weakness, opportunity or threat. However, a factor can be both a strength and
opportunity or a strength and a weakness. An opportunity can also be a threat.
The SWOT framework does not provide a mechanism for dealing with overlaps.
2. Tendency to be subjective
Although performing a SWOT does not require technical skills, it is important put
emphasis on the fact that this framework should be driven by research and data.
However, inexperienced and indolent individuals have the tendency to rely on
questionable data such as anecdotes and hearsay, as well as statements or
descriptions expressed as generalizations.
The use of data might also be limited to the inevitable personal or cognitive bias
of an individual. Some individuals have the tendency to identify favorable factors,
especially if they are analyzing a particular object that fancies their interest. This
bias is often reflected on the long list of strengths and opportunities as opposed
to insubstantial list of weaknesses and threats.
Because it is simple to use, another disadvantage of SWOT analysis is that it can
be quickly designed and performed without critical thinking, thus leading to
misrepresentation of strengths, weaknesses, opportunities, and threats.

Gant chart analysis

A Gantt chart is a horizontal bar chart that visually represents a project plan over time.
21
Advantages

 It is to represent the Project schedules and Activities

 Easy to represent Tasks, Sub-tasks, Milestones and Projects Visually on a Graph
 Clear visibility of Dates and Time Frames
 It helps to see the Plans by Day, Week, Month, Quarter and Year
 Helps to effectively manage the Team
 And it helps in efficient Time Management
 Easy to group all sub tasks under a main task
 Also, we can see the Team Members and their responsible tasks
 Easy to Check the Project Status
 We can See the Completed % of Tasks
 Tasks in Progress and Pending work is clearly visible on Stacked Bars
 Helps Managers to easily coordinate with the teams
 Gantt chart is good tool for presenting in Team Meetings

Disadvantages

 Require more efforts for Creating and Managing the Chart

 Updating a Chart is Very Time Consuming
 All Tasks are not visible in a single view of a Gantt
 Need to scroll and Click additional buttons to view remaining items
 Stacks represents only the time and not the hours of the work
 Not easy to re align the tasks from on section to another
 Not easy to calculate the aggregates

PROECT IMPLEMENTATION (FORMULATION)

This is the process of carrying out the planned activities of a project.

Factors considered to consider in project implementation.

 Leadership style
 Size of the organization
 Skills and techniques needed
 Legal documents
 Budget
 Size or nature of the project
 Communications process
 Community support
 Cultural aspects

22
Challenges in project implementation

 Poor leadership
 Culture of the community
 Community conflicts
 Lack of community support
 Lack of administrative support
 Lac of skills and knowledge
 Risk and uncertainities

Ways of avoiding challenges of project implementation

 Encourage local leadership

 Good planning procedure
 Equip employees with right skills and knowledge
 Have a clear budget
 Involve community in decision making
 Risk management
 Update people with new technology

PROJECT MONTORING AND EVALUATION

Project monitoring- is the process of finding out the strengths and weakness of the
project when it’s on going.

Its assessment of the progress of the project during the implementation stage.

AREAS TO BE MONITORED IN A PROJECT

Recourses- the resources that are being used at the project

Time- each activity must be completed within the specified period of time since
projects are time bound

Flow of benefits-ensure that project benefits are shared only by the intended prson

Community participation- collective measurements should be taken if the level of

participation declines.

23
Characteristics of a good monitoring system

 It should be simple- so that the stake holders are able to understand the need of
monitoring
 It should have clear objectives- projects must be clear to the people involved
 It should be participatory- all beneficiaries must be involved
 It should be periodical- it should the time to start and time to end
 It should be cost effective -it should have a mechanism of giving a feedback

Tools and techniques of monitoring

 Questionnaires
 Focused group discussions
 Field survey
 Oral discussion
 Observations
 Interviews

Challenges of monitoring

 Lack of knowledge and skills

 Inaccurate or inadequate information
 Time consuming
 Poor infrastructure
 lack of security due to community conflicts
 Its expensive and costly
 Lack of participation by community members

Project evaluation- is the assessment on the performance of the project when its
completed.

Importance of project evaluation

 It helps to improve monitoring

 It’s used to share experience
 It helps to improve on future planning
 It’s a way of collecting information
 It identifies the strengths and weaknesses o the project
 It helps to see if the project has solved the problem

Types of evaluation

24
  Formative evaluation-
 Summative evaluation

Factors to consider in project evaluation

 Objective of the evaluation

 Duration of the project
 The kind of project required
 Participation of the project
 When and where the evaluation will the place.

Techniques of evaluation

 Questionnaires
 Focused group discussions
 Field survey
 Oral discussion
 Observations
 Interviews
 Assignment
 Practical exercises

PROJCECT RISK MANANGEMENT

Project risk- is an unforeseen event or activity that can impact the projects progress,
result or outcome in a positive or negative way.

A project opportunity- is a positive condition, situation or event that has a potential

to have a favorable impact on the project outcome or objectives.

Risk management- is the measures to be undertaken to deal with risks inorder to

maintain control of a project.

Examples of project risks

 Unreliable project completion estimates

 Team turnover
 Changes in requirements

25
  Design errors
 Omissions and misunderstanding
 Poorly defined or understood roles and responsibilities
 Insufficiently skilled staff
 Natural disasters
 Shortage of skilled labour
 Shortage of materials
 Over running the project cost

Methods of identifying project risk

This involves identification and naming of the risks

It also includes determining which risk may adversely affect the project objectives and
what the consequences of each risk might be if they occur.

The methods include

 Brainstorming
 Nominal grouping technique
 Mind mapping
 Delphi technique
 Lessons learned from similar projects

Steps involved in risk management

1. Determination of the goals and objectives for the risk management

2. Identify the risk
3. Identify the most important risk
4. Identify the control measures
5. Perform risk analysis
6. Choose the best control measures
7. Implement the selected control measures
8. Evaluate the control measures

Ways of dealing with risks

 Risk avoidance- Risk can be eliminated usually by eliminating the cause. An

example of this is using a less complicated or less sophisticated programming
language

26
  Risk mitigation- this is done by reducing the risk event probability, risk event
value or both. An example of this is using a proven technology.
 Risk acceptance- the project team could just decide to accept the
consequences and take it from there. An example of this is changing he
relationships on a schedule, thereby making one or more of the tasks in the
sequence late.
 Risk transfer- this is done by removing the impact or consequences of the risk
event. An example of transference is gathering information through user groups
and not the project team insuring some risks

Risk control- is the process of implementing measures to reduce the risk associated
with a hazard.

The control process must follow the control hierarchy, in order as prescribed in some
health and safety legislation

Risk monitoring – is a continuous process until the project ends

Importance for risk monitoring

 It ensures that the resources of a company put aside for a project is operating
properly.
 It helps to ensure that the projects stays on the track or on course
 Monitored because projects are usually dynamic due to constantly changing
variables

Tools available for risk Monitoring and control

 Work break down structure

 Project budget
 Project schedule
 Project resource list
 Project resource plan
 Change control log and forms

Factors that influence risk management

 Cost-ensure the cost fits the budget

 Time- determine the availability of time
 Quality- determine the quality of risk management

27
 Information – determine the manner in which the risk is to be reported or
recorded.

28