Chapter 6 - Project Management and Development

PROJECT MANAGEMENT AND DEVELOPMENT
INTRODUCTION
In the previous chapter, you learned about the LEARNING OBJECTIVES

different concepts and principles of community
development and community organizing.
Community Development is defined as a In this chapter, you will be able to:

“perspective, goal, mechanism and process that
aim to develop a just, gender-sensitive and
Synthesize the knowledge learned from
sustainable future for marginalized
the chapter in Community Development
communities and sectors, through capacity-
and Organizing to Project Management
building, partnerships and engagements that
empower vulnerable groups” (Torres, 2007). It
operates on the values of respect for human
Distinguish the different stages and
rights, social responsibility, and social justice. processes of project management
One of the areas of community development
practice is community organizing. It is defined
as a “process, method, and an approach to
development” (Caragay, 2012). Community Utilize the skills and principles of
project management in planning and
organizing entails interrelated phases and
implementing projects
strategies that mobilize people to achieve their
collective aspirations, therefore facilitating an
empowered community. Create a feasible activity plan in
response to the identified needs of the
In this chapter, you will learn how to incorporate community.
the principles and concepts in community
development and organizing from the previous Monitor and evaluate the compatibility
lesson into assessing, planning, executing, and sustainability of projects
monitoring and evaluating a project. The
elements and theories you learned about the
Thomasian Identity, National Issues, DRRM and
more will be integrated into your projects as you
put your skills in Project Management into
practice for Community Development.
Chapter 6: Project Management and Development | 1

PROJECT MANAGEMENT: AN OVERVIEW
What is a Project?
Before we can go into the principle of project management, let us differentiate a program from a
project.
PROGRAM POINT OF COMPARISON PROJECT

A program is usually a A project is a temporary
portfolio of ongoing projects endeavor undertaken to
which are interrelated and create a unique product,
interdependent to one Definition service or results, and having
another combined to obtain a specific beginning and
benefits not available from ending point
managing them individually
Context Focus Content
Long term Duration Short term
Benefits received Specific deliverables (i.e.
Benefits
product or service).
Multiple Functional Unit Single
Strategic in nature (concerned Technical in nature
with “doing the right things”) Task (Concerned with tactics –
“doing things right)
Outcome (not often tangible) Produces Output (usually tangible)
Success is usually realized in Success is usually immediate
increments by the extent to in terms of product quality,
which the program meets the Success Criterion timeliness, cost-effectiveness,
needs and benefits for which compliance, and impact on
it was conducted the stakeholders
Did you know?

A program is a sequenced group of plans and
The UST NSTP CWTS LTS Mission: activities combined to meet a certain defined
“Guided by the University’s core set of goal/objective, designed to give a
values, the National Service Training specific product or service; it consists of
Program (Civic Welfare Training interrelated and interdependent projects.
Service and Literacy Training Service) While a project is a planned set of interrelated
commits itself to the stakeholders to tasks to be executed over a fixed period and
start with and build on what they have
through continuous education, inspire
them to act through participatory
development towards empowered
lives and communities.”

within certain cost and other limitations1, hence it may be temporary, but some projects are
progressive work, as such that they are developmental.
Following the mission of the UST NSTP CWTS LTS, our programs aim to inculcate the values of
patriotism, nationalism, Thomasian ideals and advance the involvement of the youth in public and
civic affairs while keeping in mind the end goal of empowerment. We derive our programs from
the nine (9) Social Transformation Program areas of the University, namely:
1. Health and Wellness Development

2. Equitable and Inclusive Education
3. Leadership, Organizational Development, and Good Governance
4. Employability and Social Enterprise Development
5. Socio-Pastoral Ministry and Evangelization
6. Culture and Heritage Development
7. Sports Development
8. Environmental Sustainability and Action; DRRM
9. Family and Household Development
Equitable and
Inclusive
Education
Cybercrime and
Children's Rights Classroom Social Media
Lakbay Turo
Workshop Construction Responsibility
Seminar
Figure 1. NSTP CWTS | LTS Program and its projects. Illustrated in the chart is the program for Equitable and
Inclusive Education where several projects like Lakbay Turo, Children’s Workshop, etc are cited.
In the figure above, the program area Equitable and Inclusive Education has several projects under
its umbrella, Lakbay-Turo, Children’s Rights Workshop, Classroom Construction and Cybercrime,
and Social Media Responsibility Seminar to name a few.
Project Management: Definition

Project management could be defined as the art and science of managing a project from inception
to closure as evidenced by successful product delivery and transfer (Project Management
Information System (BC Government Project), 1997);
For Michael F. Hanford, the Chief Methodologist of SUMMIT Ascendant Methodologies, project
management is concerned with the dynamic allocation, utilization, and direction of resources
1
BusinessDictionary.com

(both human and technical) with time -- in relation to both individual efforts and product delivery
schedule -- and with costs, relating to both the acquisition and consumption of funding.
The dynamic process of project management

Did you know?
entails the application of an appropriate set of
knowledge, skills, tools and techniques to Different resources are involved in project
effectively define, plan, organize, direct and use management:
resources to achieve a goal from the initiation
to the conclusion of a project.  human resources,
 financial resources,
Project Manager  technological resources, and
In any process, a specific individual is assigned  natural (innate to the area) resources.
to supervise the group. In a program, it is the
program manager. (S)he has the responsibility Proper supervision of these resources
to oversee the development and operation of a will lead to a successful project.
program. The program manager may be
involved with one or more projects within a program. The project manager heads a specific project
and will be responsible for managing all the project phases, allocate tasks and budgets. (S)he also
ensures that the goals, schedule and project specification are met and would constantly report to
the program manager regarding the progress of the project. A project manager takes the lead role
in managing all the phases of project management.
A program manager, or supervisor, in your NSTP Course, is the person you recognize as your NSTP
Facilitator, while the team leader within your group is the project manager. The Facilitator heads
the overall program and communicates with the project manager so that (s)he can be updated with
the current situation of each project.
A project manager requires an array of skill sets and balance to achieve efficient and effective
project management. Some of these skills may be more innate and instinctual to some and not
others, however, it does not mean that they cannot be learned and developed. These skill sets are
categorized into two: Hard Skills which are tangible and often known as technical skills. These are
easier to define, observe, measure and teach. Soft skills are intangible and focused on interpersonal
or people skills which are harder to quantify or measure and more difficult to teach.
HARD SKILLS SOFT SKILLS

 Budgeting or Cost  Communication
Management  Flexibility
 Communication Management  Leadership
 Conflict Management and  Motivation
Resolution  Patience
 Monitoring and Evaluation  Persuasion
 Project Planning  Political and Cultural
 Reporting Awareness
 Resource Management  Prioritization
 Risk Management  Problem Solving Abilities
 Scheduling  Teamwork
 Work Breakdown  Work Ethic

Good project managers are hard to find. Better ones are even more scarce.
Here, we examine the anatomy of a better project manager.
Figure 2. Retrieved from SEH (Short Elliot Hendrickson Inc, 2019)

Figure 3. Retrieved from Kissflow, based on the PMI (Project Management Institute) 2018
SCENARIO A.
Imagine you and your friends are eager to help a small town in Pampanga through your Sustainable
gardening project. After weeks of planning, buying the materials and seedlings need., You and your
friends drove to the area. However, once you got there, you discovered that the soil in the
community is not conducive for planting and that there is no source of water to sustain the plants.
You have wasted resources, time and effort because of the faux pas.
SCENARIO B.
After evaluating the result of a health assessment, Group A discovered that there are a lot of
children who are malnourished in the community, so they proposed to have a feeding program in
the area. During the evaluation, they discovered several causes of it: a) most of the children’s
religion does not allow them to eat the types of food they’ve served; b) some of the children don’t
eat the food that was served and brings it at home for the rest of the family to consume c) there
are times that they had to cancel because the community coordinator they have talked to has an
important event to attend, and d) they went over budget since they have to buy ingredients and
condiments from time to time along the way because they failed to bring them during the actual
event.
These scenarios could have been prevented if proper project management was utilized.

PROJECT MANAGEMENT LIFE CYCLE
Figure 4. According to PMI's PMBOK (Project Management Body of Knowledge Guide, project management
have five (5) phases.
Phase One: Initiating

Where to Start?
The Initiating Phase is where all projects begin, it
PROBLEM-SOLVING APPROACH might be short, but it is the most important as
this is where the foundation of the project is set.
A. What is wrong? Identify the problem In this phase, you can start by asking the right
B. How should it be? Determine the ‘ideal’ questions and identifying the problem correctly.
situation
C. What can I do and how best to do it? Initiating is probably the most critical phase of
any project. We try to dig up the bases and
Determine the preferred solution (and
establish the foundation of the project. It might
establish an action plan)
be tempting to start with work immediately, but
remember that a poorly constructed initiation
stage often leads to complications and even
failure down the line.

A. IDENTIFY THE PROBLEM
You can do this through assessment, data collection or profiling.
Here are some of the questions you have to answer:
A. Check the general state of the community
 This is where you gather data regarding a general area description and demographic
profile (Requirement Elicitation).
 You can even identify and describe the condition of the community based on their
economic, education, environmental, health, political and social situation. You can
use the P.E.S.T.L.E. framework.
B. You also have to assess your group.
 Who will be involved in the project?

 When do you plan to execute the project? How long will the project run?
 What resources does your group currently have? What community resources can
be used?
The Kick-Off Meeting

As was discussed in the previous chapter, the community organizer needs to include the people
from the community to help in the development of the projects to be implemented with the end
goal of the programs in mind. Hence when trying to identify the problem, their input would be a
necessary factor. We can utilize this through a kick-off meeting.
In community development, we need a collaborative and participatory approach since the project
would affect the stakeholders (particularly the members of the community). In a kick-off meeting,
the skills of being a facilitator, animator, and enabler of a project manager are important.
• Provide process to • Start with an agenda

work through the • Get the right type and
problem number of people • Brainstorming
• Get people to work • Get everyone relaxed and • Criteria-based
collaboratively interested decision making
• Ensure that each item, • Introduce a new angle • Root-cause analysis
decision or opinion is • Take a break when
heard and given • Storytelling or
needed "Kwentuhan"
scrutiny
• Make sure your approach • Roleplaying
• Generate new ideas is tailored for the
• Reach an agreement • Survey/Questionnaire
objective
• Encourage everyone to
contribute
GOAL OF A KICK- MEASURES FOR A
OFF MEETING PRODUCTIVE TECHNIQUES
SESSION YOU CAN USE

Know your group
According to Clark and Mick Campbell (2007), Did you know?
there are three types of thinkers in a group:
In Community Organizing and
 VISIONARY THINKERS: They usually have Development, people (community
out-of-the-box ideas, though they might members, people from schools,
create some peculiar difficulties with their and alike) and organizations
unconventional way of thinking which (schools, LGUs, institutions, etc.)
tends to find solutions in intractable that are actively involved and
situations with their “why not” way of would be positively or negatively
thinking. They are more motivated when affected by the result of the project
their efforts are appreciated and are the stakeholders.
acknowledged than simply praised for their
intelligent contributions.
 START-TO-FINISH (STARTERS): These thinkers are eager to get things started; they bring
focus to the task. In the beginning, we may perceive them as not fully capable members but
eventually, they progress through the process. They often believe that if you wait until you
get all the answers, you’ll never start. Delegating is not one of their strong points, but they
make sure that things get done on time.
 FINISH-TO-START (PLANNERS): Planners start with the end in mind, they want all the
aspects of the plan filled in. Their process could get into “paralysis by analysis” - as a result,
the timeline for projects is a bit much longer than that of the starters. They are good at
delegating, and they also make sure that the project is often within the allocated budget.
As a project manager, by understanding which type of thinkers are in your group, you would be able
to get insights on how to best utilize their skills and how to approach the project. Although
individuals might fit more than one criterion as a thinker, knowing which trait shows more
dominance could help you in selecting the roles of each member.
Know the stakeholders

The insights, ideas, and decisions of the members of the community are critical during the initiation
phase since they are the ones who are familiar with the resources of the area, how their power
structure works, what are issues are to be prioritized and how to best approach community
engagement.
During the initiation phase, requirements elicitation is

Why is this important? in practice. Requirement Elicitation is the practice of
researching and discovering the requirements, needs,
Recognizing the power structure in the and constraints of a project from the stakeholders.
community would help you identify who The manner in how it is done could make or break your
are the people you need in your initiation project.
and planning phase, especially people
With NSTP CWTS LTS, the kick-off meeting is usually
who can alter community affairs and
done by your Facilitator in preparation for your
control access in the community
fieldwork. They would do an ocular visit of the area,
resources.
talk with the stakeholders, and start the initial planning.

Another way to identify the problem is through Profiling.
Creating a profile is similar to setting up a profile in an online social network such as Twitter or
Facebook. It is a set of data that helps identify the characteristics and features of a community. It
also attempts to describe the community, highlights area that needs to be developed, reveals
possibilities, and helps place a benchmark for your project.2 The forms like resumes, “Learner’s
Profile” or other survey forms can also be valuable tools for assessment.
In their book, In Key Concepts in Social Research, Payne and Payne (2004) identified three types of
profiling:
 RAPID APPRAISAL - using a combination of social research approaches to extant data3,

including observation and conversation with key individuals, and often relying on "common
sense" the researcher draws out a community profile.
 PRIORITY SEARCHING - researchers identify focus groups who are asked general questions
and their responses would be used as data set for a questionnaire.
 COMPASS - uses a patented 400-item questionnaire that allows respondents to add their
questions.
Tools that can be used for profiling:
Census information – the Philippine Statistic

Authority has a collection of profile information
and figures about the different sectors in our
country. If you are trying to create your profile
form, these data would be helpful. You can
access the site on this link: https://psa.gov.ph/
2/ Maps – maps contain information such

as the location of crops, livestock, safe
areas, etc. that can be found in the area.
This link might be helpful:
http://farmersguidemap.da.gov.ph/
3/ Extant Data – some
barangays or organizations have
already existing documents from
prior or ongoing projects that
may be helpful with your project.
4/ Surveys – used to
collect key demographic
information and feedback from target
people who would match certain
criteria using a questionnaire or survey
form. Figure 5. Mapping of the wages of Corn Farmer
2
Fundamentals of project management By James P. Lewis
3
"Existing materials developed without the researcher's influence" (Salmon) like, but not limited to, published literature,
documents and reports, databses.

4. SWOT – As you have encountered from the previous chapter, this tool tells the internal
(strengths, weaknesses), and external (opportunities and threats) conditions of a
community. Strengths are the resources or capabilities; weaknesses are limitations or
defects; opportunities are prospective or favorable situations while threats are the
potentially damaging trends, changes or unfavorable situations.
STRENGTHS WEAKNESSES
Internal Current
focus status
OPPORTUNITIES THREATS
External
Future
focus
Figure 6. Illustration of the SWOT matrix: the four quadrants.

The table below shows a few examples
STRENGTHS WEAKNESSES
Strong traditions Members are not

Internal Current
Lots of fruit- tech-savvy
focus status
bearing trees No available
transportation
OPPORTUNITIES THREATS
A weekend bazaar Lands are being

External
is organized bought to build a Future
focus
dam
There are community profiles that you could access from the SIMBAHAYAN office from previous
projects which could be helpful, and LTS “Learner’s Profile” can give you an idea of the recipients of
the Lakbay Turo projects.
In project management, it is essential to identify both internal and external stakeholders to

determine the needs and expectations of all individuals involved and the success of the outcome
of the project. It is also a good idea to know the power and interest in the project that could affect
the project's development.
 Who are the people you need to manage closely, keep satisfied, keep informed and monitor?
 What is their level of authority and the impact they hold in the project?
 How will they be affected by the project?
 What engagement strategies can be used to gain positive influence and reduce negative
ones?

B. DETERMINE THE IDEAL SITUATION
How do the stakeholders define an ‘ideal’ situation? “If a man knows not to which port he
sails, no wind is favorable.”
As the quote (left) indicates, if you don’t know what
you what to achieve, there would be no ideal ― Seneca the Younger
approach to your task.
Setting the objectives is a critical part of the project, and as discussed in the previous chapter, we
will use the SMART (Specific, Measurable, Attainable, Relevant and Time-bound) framework to
establish our targets.
The tree-swing cartoon

parody is one of the well-
known examples used in
showing a project through
the simple task of building a
tree swing. The illustration
shows how a diverse group
of people have different
views on what the output
should be and what is
needed for the project.
Usually, the goal of the

program would be the
general objective of an
NSTP CWTS LTS program,
and your group would be
the ones to set the specific
target for your team.
The objective would identify

what the ideal situation the
stakeholders would like to
see in the end.
Once you have set your

objectives, you would know
which direction the group
should take with the project,
what criteria you can use to
measure the success of the
project and its constraint.
Figure 7. How tree-swing cartoon is used in IT projects

When considering the ‘ideal’ situation, the stakeholders need to establish what they think would
determine the success of the project. You can use the different perceptions of each stakeholder to
determine metrics to specify the roles of each one, the measurement of the expectation of each
member in the project’s success and failure, and what approach to use during the different project
management phases.
C. ROLES AND ACTION PLAN
DEFINE THE PROJECT
When defining the project, here are some questions that you need to consider and answer:
 What needs and opportunities will be addressed by the project?

 Which issues will not be addressed by the project?
 What will be the impact of the project?
 Why are you doing the project?
 How feasible is the project?
 How will you know that the project was successful?
This is where you establish the name of the project, background of the beneficiaries (whether the
community, organization or particular target group), and the purpose of the said project.
DEFINE THE SCOPE
The project scope refers to all the works that must be done in order to make the project outcome
possible. It is the ‘what’ of the project and the objective is the ‘why’ of the project.
TRIPLE CONSTRAINT It is useful to introduce the concept of triple

constraint or project trade-off during the initiation. It
simply means that the scope and limitation of the
project would be either extended or decreased based
on three factors: time, cost and quality.
Time Example:
Scope
If the project's scope gets bigger, yet the budget
remains the same, it can lead to reduced quality and
schedule extension. Likewise, if the project scope is
lessened, the time you would spend with it would
diminish as well as the spending.
Cost Quality Similarly, if you have time constraints, you have to
either trade-off the quality of the project output or the
scope.
We will delve more on this topic during the Planning

stage.

In using the Triple constraint, you will easily identify and explain to the stakeholders why there would
be things that are out-of-the-scope of the project to set their expectations, anticipate possible risk,
and easily monitor and control project activities.
It is often a misconception that there is no need to state what is out-of-scope (limitations) - since
isn’t it obvious - it is not stated in the scope and by definition is “out-of-scope”. However, more often
than not, some stakeholders would expect deliverables that cannot be handled by the other
constraint of the project.
DEFINE THE TEAM
As was discussed earlier, there are several types of thinkers in a group. It is now the task of the
project manager to set the tone of the project by directing, motivating and managing the team
through the phases of project management.
Since the team is composed of members with different types of thought process, there is a high
possibility that the working environment is not often conducive for project process. Know the
prevailing climate in your group (Young, 2013) - Is it stormy and riddled with conflicts? Cold and
non-responsive? – if this is the case, your group might spend most of your time trying to resolve
conflicts than focusing on the project implementation.
As project managers, it is not sufficient that you are good at handling scope, time, cost and quality.
In order to get a higher probability of success, you also need to have skills in people management.
The project manager helps influence this climate by setting a collaborative and consultative
environment (Young, 2013; Barker and Cole, 2009)
DEFINE THE STAKEHOLDER
To define the stakeholder, we must systematically gather and analyze information to determine
whose interest, expectations and influence should be taken into account throughout the project.
Through a dialogue with the initial stakeholder – usually with the Community Development
Coordinator (CDC) and the Partner Community Coordinators of SIMBAHAYAN – we will be able to
expand the list and eventually identify all the potential stakeholders of the project.
Stakeholders can both be internal and external. Aside from identifying their interests, it is also
important to identify their power.

DEFINE THE RISK
A summary of possible associated risk with the project can help manage expectations for
stakeholders at the start of the project management. Since this is just the initiation stage, we can
identify the risk through one of the following:
 What are the major risk that can influence the project outcome?
 Top 10 risk
 General risk assessment, similar to that done during the DRRM
During the initiation stage, there might be a thing or two that cannot be easily resolved during the
Kick-off meeting but needs to be addressed since it would significantly impact the project. These
unresolved issues need to be noted as to be discussed further in the subsequent phases of the
project. In documenting these unresolved issues, you need to state the issue, why it was not
resolved and what needs to be addressed.
DEFINE PREFERRED TIMEFRAME AND BUDGET
Since it can be challenging to estimate the time and budget involved in a project, using the term
“preferred” places into consideration the suggestion of the stakeholder when it comes to the project
schedule and resources. The common practice is to use phrases such as ‘between’ or plus/minus
to express target value rather than an absolute figure. It helps lessen misinterpretation and
misunderstanding.
Now that we have defined and dug up the bases for the project, the next step in the initiation is to
get approval to proceed with the project. This is usually done during a kick-off meeting with the
stakeholders.
Phase Two: Planning

Where to Next?
After assessing the situation, we can start building on
"By failing to prepare, you are
a possible solution. Implementing a project is not a
preparing to fail."
“bara-bara” process; without proper planning, you are
-- Benjamin Franklin bound for disaster instead of success.
In every endeavor, you have to be prepared. Without

preparation, you might be caught unaware of the challenges you will encounter. Due to being
unprepared, you will experience a lot more problems. Just like what Benjamin Franklin has said, by
failing to be prepared, you are opening yourself to failure.
So how do you prepare? By setting and formulating a well-laid plan for your project.

WHAT IS A PLAN?
In the planning phase, all the required key points defined during the initiating phase is refined,
established, revisited and documented to come up with the best possible plan at the end.
The result of the planning phase is a project management plan. The plan contains an established
baseline of all the key points relating to the project; this is progressively updated during
implementing phase as it is the blueprint or roadmap of the project. It is often used to point you
from where you are to where you are going.
A well-defined plan can be an excellent health checklist as you monitor and control your progress
in your work.
According to J. Lewis (2017), author of Fundamentals of Project Management, “Control is exercised

by comparing where you are to where you are supposed to be…”. The plan will give you that control
in your task and your goal.
Imagine going to the community

without a ready plan. This scenario
might happen: Your group is tasked to
cook for the feeding program. But
when you arrived at the area, the team
leader is running around looking for
what is needed for the project, one
member is just sitting at the corner
looking at the team, someone left one
of the most important tools for the
task at home, while some of the
members are running off across the
street to buy one of the ingredients.
Without a plan, the group is bound to

be out-of-control; the implementation
is bound to result in a catastrophe. A plan keeps you focused and organized, and it points out who
should be doing the task and when, which things to do, and what needs to be ready. To have an
effective project, the plan should also be well-thought and discussed.
What to expect in a project management plan?
PRIMARY CONTENT DESCRIPTION DETAILED CONTENT

 Indicate the detailed  Scope (what is in and out)
information on the scope  Objectives and requirements
of the project,  Success criteria
Project scope and
 list of deliverables and  Outstanding unresolved
requirements
requirements issues
 Change control

PRIMARY CONTENT DESCRIPTION DETAILED CONTENT
 This is the methodology  Project phases
on how the project and  Outline of review and
Project methodology phases will be handled in approval gates
and approach reference to any project
management standards
 Detailed timeline and  Work Breakdown Structure

milestones including duration and
Project schedule deliverables
 GANNT chart
 Based on the preference of  Detailed project budget

the stakeholders
(sponsors) and
quantitative estimation
Project Budget  Best case and worst case
scenario overall cost
 Month-by-month
breakdown
 Quality requirement of  Quality definition table

Project Quality each deliverable and  Quality control activities
Requirement testing methods to check
standards
 Indicate the list of the  Work Breakdown Structure
members of the team and  RASCI/RAM
Project Team
their responsibilities
 It contains the plan on how  Identification of Major

communication process stakeholders
should happen to know  Details on the
which stakeholder to communication channel
Project Communication engage with. This prevents  Performance reporting
bypassing or
inconveniencing
unnecessary people
 Details on which major risk  Summary of the risk, detailed

may impact the success of description and action plan
the project, specify the
Project Risk
strategies to employ to
Management
reduce the negative
impact
 Describes the major  Procurement items, process

procurement process as and roles
Project Procurement
well as the requirements
for it

 List different stakeholders’  Stakeholders analysis
management plans,  Engagement activities
Project Stakeholders progress meetings and
communication plan
 Defines what to do if and  Change of control flow, roles

Project Integrated
when changes happen and tasking
Change management
Let us try to tackle each part:
A. PROJECT SCOPE AND REQUIREMENTS
During initiating phase, we have defined the scope of the project and know that it is vital in setting
the expectation of the stakeholders, as well as managing task. Scope is related to time, cost and
quality - the triple constraint, also known as project trade-offs. This is often set with the objective in
mind.
Example:
If the scope of you project increases but your project cost remains the same, then there will be a
trade-off or. (1) The timeframe can be extended – assuming that there will be no additional cost
with the extra time (2) Quality can be compromised
Extra time
Scope Increase Cost is fixed and/or

when leads to
Reduced Quality
From: Northern Sydney Institute Part of TAFE NSW
Constraints are restrictions or limitation that may affect the performance of the project. They are
critical.
In this area, you should determine and differentiate what

the stakeholders ‘want’ and what they would like to “A goal without a plan is just
‘achieve’ through the project, if the scope is the ‘what of a wish.”
the project, the ‘why’ of it are the objectives. Hence, more
— Antoine de Saint-Exupéry (writer,
often than not, the scope is preferably concentrated on
tangible deliverables such as new products, new system, The Little Prince)
new buildings.

In creating a plan, your group should be SMART. Use the SMART objectives as a guideline to your
Project goals.
You have to be specific with your goal; don’t be vague or too wordy. Your group should also be able
to measure or rate the target that you want to achieve. Be sure that the plan is attainable – we don’t
want to set a very high expectation, or a fictitious idea. When you are setting up a plan, make sure
that there is a leeway for mistakes, and that it is amenable to changes. Be relevant. Your plan is
practical, and it is not just an idea but something that can be made possible. Being realistic or
relevant means, you have to consider the resources at hand, the skills of the group and the scope
is represented. And lastly, the plan should be time-bound. Ensure that the project can be completed
with reasonable timeframe, especially since you have only a semester or two to implement the said
project.
Here is an example of such objectives, point out which one followed the SMART guideline better:
Sample 1: Teach Math to the children of the community
Sample 2: Illustrate how to add two to three-digit numbers to the grade school children of
Maragondon within 2-3 weeks.
WHICH IS A SMART OBJECTIVE?
If your answer is Sample 2, then you have a grasp of what being SMART means. The second
objective is specific (what to teach, who should be taught and how long). But you also have to
remember that being SMART is not enough. As a Thomasian, you also have to ensure that the
Thomasian core values are integrated with your objectives. Think of it this way, your objective
should be affecting the following aspects:
a. HEAD (cognitive) – affects the thinking process of an individual (Commitment)
b. HEART (affective) – this affects the emotions and expressions of an individual (Compassion)
c. HANDS (psychomotor) – focuses on the physical and kinesthetic skills. (Competence)

Thomasian Graduate Attributes (ThoGAs), which
was discussed in the earlier chapters, is one factor
that is considered in formulating goal in your
curriculum.
Can you point out from the examples below which

core values is displayed or considered in setting up
these objectives?
Sample 1:
Explain and distinguish the different health

benefits of the avocado plant to the elders of
Ariendo, Bongabon, Nueva Ecija.
Sample 2:
For the participants of Magallanes, Cavite to

recognize the value of team work in learning and
playing soccer.
If you will notice some of the objectives stated before might not indicate a timeline. This is usually
because each group of objectives usually start with these statements:
“At the end of this (the activity/date/time), the (target/beneficiaries) are expected to:”
Take a look at the start of this chapter where the objectives are stated. You will notice similar
statements. The same is true for the textbooks you read, online courses you take or even other
modules. Any activity usually has an objective even if it is as simple as just to have fun.
To help you further in setting up a goal for your project, you can refer to Bloom’s Taxonomy.
Click here to view the table: Bloom’s Learning Objectives
In this table, specific keywords are provided to describe and identify which appropriate objective
you can use for the task you intend to accomplish. Bloom's Taxonomy provides an approach to
establish measurable goals and objectives.
Around September 2015, United Nations adopted the 2030 Agenda for Sustainable Development,
which includes a set of 17 Sustainable Development Goals (SDGs). These are a new, universal set
of goals, targets and indicators that UN member states will be expected to use to frame their
agendas and political policies over the next 15 years.

For this reason, SIMBAHAYAN and UST NSTP now base their General Community Development
and Advocacy Road Map on the 17 SDG focusing on the following:
UNESCO SDG poster
1. Health and Wellness Development

2. Equitable and Inclusive Education
3. Leadership, Organizational Development, and Good Governance
4. Employability and Social Enterprise Development
5. Socio-Pastoral Ministry and Evangelization
6. Culture and Heritage Development
7. Sports Development
8. Environmental Sustainability and Action; DRRM
9. Family and Household Development
KPI (Key Performance Indicator) and KRA (Key Results Area)
For the group or organization to determine whether they are on the right path and the strategies
they are using are correct or not, the objectives are assessed against the dedicated metrics with
the help of KPI (Key Performance Indicator) - this key 'indicates' the factors that contribute to the
success of the organization and KRA (Key Results Area), significant areas requiring exceptional
performance to survive and maintain a competitive position.

Basis for comparison KPI KRA
Meaning KPI (Key Performance Indicator) KRA (Key Results Area)
is a tool used to represent and defines the areas that can help
gauge how well the group is able in achieving the objectives of
to reach the goals and the organization.
objectives (how well the group is
doing on a specific objective)
Method Metric Strategic

Nature Quantitative Qualitative
Use Evaluates the success towards Outlines the scope of the job,
the goals on different levels project or product
Identifying these Keys in the Planning Phase would be useful, help the group measure and keep
track of the progress of their project.
B. PROJECT APPROACH
PMI (Project Management Institute), defines a methodology as ‘a system of practices, techniques,

procedures, and rules used by those who work in a discipline.”
There are several approaches to project management that the group can employ when they
implement their projects. Since there is no such thing as a ‘one-size-fits-all’, your group needs to
see what approach would fit your project goals, targets and needs.
Click this link to know seven (7) of the most used methodologies in the industry.
Moreover, since we are working with the community, we must not forget to incorporate the
principles of Community Development and Organizing with the methods used for project
management.
C. PROJECT SCHEDULE
THE WBS (Work Breakdown Structure)
One of the most important deliverables in project management is a WBS (Work Breakdown
Structure). It should be a compulsory component of every project. It is a deliverable-oriented
hierarchal breakdown of the work to be executed by the team to accomplish the objectives and
create the required deliverables.

Identify all the deliverables, then subdivide the work to be undertaken by the team. There are several
ways you can organize your WBS hierarchy: (1) by Phases (2) by Discipline or (3) by Workstream4
/Committee
Sample WBS for a conference and creating a multimedia project
In filling out the WBS, Therese Linton (2014), author of Project Management Essential, mentioned
that deliverables are nouns and activities are verbs, and only nouns should appear in a WBS. The
4
In Business Dictionary online, a workstream is “The progressive completion of tasks completed by different
groups within a company which are required to finish a single project.” (16 Mar 2020)

center topmost is the project title, under are the key stages and each stage are subdivided into
parts.
Three things you have to consider in scheduling:
(1) Deliverables – as mentioned earlier, deliverables are often stated in a form of a noun, these are
physical outputs that the project must produce to meet the objective.
(2) Activities – steps that need to be implemented and always related to the deliverables, if not, it
would only be deemed as wasted effort.
(3) Task – a step under activities, and are often found in long term project or large-scale
deliverables.
In setting up a schedule management plan, there two things you can check first before actually
creating one from scratch: (1) is there already a high-quality project out there that is similar to
yours? You can adapt their scheduling for your project (2) Have you already implemented similar
projects before? You can use and modify it to fit your current needs.
To avoid pitfalls of an overly detailed schedule plan, Linton (2014), shared three rules:
No activity smaller than a day. A day is the smallest time unit, if it can be done in less than a day, it
might not be worth specifying in the schedule anymore or there might be other interrelated tasks
to it.
If the activity is less than an hour, set it up as milestone (an activity or event that is important and
has zero duration), example: signing of MOU (memorandum of understanding)
No activity longer than a week. If it is longer, break it down. The longer the duration, the harder it is
to monitor or recover from should there be any setback.
Milestones are usually events that mark the

achievement or fulfilment of an important outcome
The schedule is not the plan. that significantly contributes to the completion of the
project. It is advisable to set only 7-10 milestones in a
project. These can be used later in implementing as
monitoring or reporting indicator.
D. PROJECT BUDGET
When you are planning for cost management, remember that it is one of the triple constraints and
that any change in it can affect the two other factors.
Things that needs to be discussed as you plan for the cost management
Asset – something that the entity acquired or purchased: something physical such as cash,
machinery, land, and building to name a few
Depreciation –the possible conversion value of the asset might change over the course of
the project management
Expense – spending (depreciation can be included here)

Contingency – an added amount to the estimate to cover cost, calculated risk, uncertain
factors in the project. This could be money or time.
Operational Expense – recurring cost that are related to the day-to-day activities in the
project, for example, travel expenses
In setting the budget, you should also consider where the spending will take place. Will the
materials be cheaper if bought near the area? More often than not, if the material is
bought near the community instead of the near UST, it’s less expensive, and you can save on
the transportation cost. There are also instances, wherein the owner of the establishment gives
discounts if they learn that it will be for their community’s benefit.
E. PROJECT QUALITY REQUIREMENT
Quality as one of the triple constraint to the project scope, is more often than not easily sacrificed.
In the planning phase, you must list down the quality standards that are relevant to the project,
deliverables, and process. Identify which is an acceptable level of quality. Ideally, it would contain
the quality assurance and quality control techniques and activities linked to each deliverable.
You can use this table as example:
Project Quality assurance Quality control Quality Quality

Deliverable activity activity requirement standards
Quality assurance – activities like reviews, process checklist and audits that are built into the
process used to create a product
Quality Control – inspection and testing. Activities done after the completion of the deliverable. It is
used to verify if the requirements are met and correct.
Make sure that you also state what the group should do if the quality was not met. You can also
revisit your objectives to find out what quality is expected for that particular activity or deliverable.

F. PROJECT TEAM
Creating the plan should not be solely shouldered by the leader of the group. The members who are
involved in the project should also give their input and help plan the project; otherwise, the members
might be clueless on what they have to do and feel no sense of commitment to the project. This
usually ends up with the project leader doing most of the task and the members being clueless on
what is going to happen.
Establishing a clear outline of work assignment and task description, conflict resolution process,
analyzing workload, setting timeframe of deliverables, encouraging feedback, and conducting
regular meetings for communication, updates and consultation can reduce conflicts in a team.
Usually in big projects RASCI (introduced in the 1990s) chart is used to delegate accountability for
major deliverables. RASCI stands for:
G. PROJECT COMMUNICATION MANAGEMENT
An effective communication can enhance project success by creating an environment conducive

for collaborative task and open-dialogue. The project communication management involves three
processes: (1) Determining the communication needs for different stakeholders (2) Setting periodic
collection and distribution of status information on project performance. (3) Status and comparison
of the current status to that of the set baseline and scope of the project.

In setting up communication management, you should determine the method you can employ.
METHOD DEFINITION HOW

Interactive Multidirectional conversation Meetings
Push One-way. Inform and does not Memos, reports, press releases
wait for a response
Pull Self-service style. Websites, Database, Knowledge

repository
SAMPLE TEMPLATE of a Communication Planning Table
Target Communication Messenger Approval Media/Channel Frequency

Audience Needs
Who to What Who from Who How When
approves
H.RIRISK MANAGEMENT
Uncertain circumstance and events may occur during project management phases, affecting the
project either negatively or positively. Once you have defined and predicted risk, it lowers the
probability of one occurring. Defining the risk allows the team to formulate countermeasures to
address it once it appears.
The process goes like this:
1. Identify the risk

2. Do a qualitative and quantitative risk analysis Risk is always in
3. Plan response procedure the future
4. Monitoring the risk
I. PROJECT PROCUREMENT MANAGEMENT
It is the acquisition of resources. The procurement can happen in any project management phase
and often involves a contract or essential documents between the seller and buyer.
Questions you need to address:
1. Does the project have all resources
2. Is procurement required
3. What will be procured?
4. How long will it take?
5. When will it be procured?

Phase Three: Implementing
Walk the talk
This phase involves directing, managing the project
"A plan without action isn't a plan,
team and resources, performing quality assurance and
it's a speech”
lots of critical coordination in order to carry out the
-- T. Boone Pickens solution or plan that the group has prepared.
Baghri, Harvey and Reed (2002), say it best:

“Implementation is transforming a planned programme into reality in the field... implementation is
simply a question of managing the various programme components as efficiently and effectively as
possible.”
In implementing a plan, it would be best if the guidelines are set or given to the group beforehand
so that they will follow these as they complete the activities. This is where all the management
plans come into play.
Before the pandemic, NSTP CWTS | LTS adheres to the following policies which are discussed
during the orientations. These guidelines are as follows:
Fieldwork Guidelines for Students:
1. If there is no faculty supervision; no fieldwork

2. The Parental Consent reply slip must be signed by the parent(s) or guardian;
hence “No slip, No trip”
3. Respect each other’s time. Do not be late. Avoid being the cause of delay;
4. Wear our NSTP uniform;
5. Expect hard work
6. Be prepared and do not bank on the residents for your needs;
7. Avoid grand entrance and raise people’s expectations when entering the
community;
8. Do not look for the comforts of your own home;
9. Don’t be pretentious. Never pretend that you know everything.
10. It is also wise to listen carefully to what indigenous or local leaders could say
about anything under discussion;
11. Be courteous and polite to the people of the community and be an active listener.
12. Don’t promise things that you cannot give, do or beyond the goals of the program
(Some of the contents are taken from All Student Leaders: Community Development
Forum, Orientation Materials; UST-OCD)
Currently, due to pandemic constraints, NSTP CWTS LTS does not conduct face-to-face fieldwork
and instead conducts project implementation (alternative fieldwork) online.
You
You also have to keep in mind that the main purpo
purpos se of your pro
project is to ensure that you empower
the community with knowledge dge, attitude and skilkills that will help them proprogres
gress and enrich their
lives
ves. Community interact
raction is encourage
raged; it should be a collaborat
boratiive ac
activity.

While you are carrying out your project, immerse
yourself with the community, adjust to them and
don’t look for luxury that you are often used to.
Make sure that when you are done with your
project or program, they would be able to
manage it on their own and have long-term use
of what you impart to them even after the group
has already left the area.
The poster from labor artist, Ricardo Levins

Morales, explains more appropriately how to
approach community development. You are not
there to make them dependent on you, rather you
are there to build, educate, inspire and empower
the community into action as well.
When implementing, here are some questions

you need to ask from time to time to avoid
setbacks and keep the team motivated:
 Were clear objectives set for the team?

 Does the team understand what’s going
on in the project?
 Is the workload consistent with the
capacity of the team and properly
balanced?
 Are the team members appropriately
involved in the decision-making?
It is common that during the implementing phase, changes can occur – this would require re-
planning and adjusting the baselines based on what happens in the field to accommodate
situations. So when this situation arises, the immediate question is not “who’s responsible?” but
“what needs to be done to fix the problem?”. As a manager, do not look for sacrificial lambs, the
responsibility falls on you, so it is essential that you keep calm and concentrate on looking for the
best possible solution. This is where risk management and change management comes into action.
Do a risk assessment:
Is it internal or external?
How will it impact the overall project?
Which aspect will be most affected if changes are employed?

Is it a negative risk or a positive risk? There are four standard approaches for each type:
NEGATIVE RISK (Threats) – Avoid, Transfer, Mitigate, Accept
Avoidance – removing the cause of the threat
Transfer – shifting, someone else will take responsibility and manage. It requires an
agreement between the team who is executing and the team who will take
responsibility to manage the risk.
Mitigate – reduce the impact, the earlier it is detected, the lesser the impact
Accept – recommended for low-impact risk
POSITIVE RISK (Opportunities) – Utilize, Share, Enhance, Accept
That is why meetings during implementation is important, but to many, there is nothing more
aggravating than getting locked up in endless, pointless meetings that takes your time away from
doing ‘real work’. Therefore, it is pivotal that you make sure that each meeting is productive.
Purpose of the meeting:
 To plan or review
 To make a decision
 To do constructive work
If a meeting does not have at least one of these, you should reconsider if a meeting is really
essential. A meeting without clear, specific objectives and supporting agenda is inexcusable and
would most like fail.
1-2-3 of meeting
1. Set the objectives and agenda. What do you

want out of the meeting? Circulate these TOP FIVE MEETING KILLERS:
agenda in advance so that attendees can do 1. Arriving ten minutes late
preparatory work 2. Starting off with a lengthy chitchat
2. Get the right people to attend. Avoid about your hobbies (you can do this
delegating and absences, especially if before or after the actual meeting,
important decisions need to be reached. since some of the attendees might be
3. Pay attention to the physical arrangement. pressed for time)
Location – is it convenient for everyone? Is it 3. Raise doubt about the purpose of the
equipped with the materials you need? Is it meeting
appropriate for the type of meeting you wish 4. Announce that you will be leaving
to establish? halfway through; preferably handling
the task over someone reluctant to
Key roles in the meeting: chair (manages the meeting),
scribe (notes taker) and timekeeper (tracks time) take responsibility
5. Starting the meeting by discussing
Always open by summarizing the purpose and agenda something not in the agenda
of the meeting, and end it with a summary and
confirmation of the agreed decisions and actions.

Phase Four: Monitoring
Hey! hey, are you OK?
This phase deals with the tracking, reviewing and
regulating the progress made towards the objective of
Regularly check-up, observe and the project. Through this, you find out if the project is
measure project performance working.
In the words used by CIVICUS: World Alliance for

Citizen Participation: “Monitoring is the systematic
collection and analysis of information as a project
progresses”.
In monitoring, you will be able to do the following with your project:
 Analyze the situation in the community and the project;

 Verify whether the resources used in the project are well utilized and allocated
 Isolate problems and make necessary adjustments in the plan
 Make certain that all activities are done properly by the right people and in the right time;
and
 Determine whether the way the project was planned is the most appropriate, adequate,
effective and efficient way of solving the concern/issue of the community.
This is where your proposed plan will be helpful – you can use it as a basis for your monitoring. It
will also aid you in making sure that your objectives and the program’s goal are achieved.
It is like looking down on a blue print from time to time to ensure that the building is according to
plan – an architect or engineer would adjust some measurements if the environment or resources
are lacking. In sailing, you need to check from time to time the condition of your boat, environment
and the crew, to ensure safe journey. Your documentations will be helpful as well during this phase.
With monitoring, you can pinpoint milestones to be celebrated and issues that needs to be
addressed, validating if you need to adjust.

Phase Five: Closing
Is it over?
The last phase is Closing. The project is over when the
goals and deliverables are met. No matter what type or
Regularly check-up, observe and size the project is, it is a good practice to evaluate and
measure project performance reflect on the effectiveness of it.
This process would check if the project is suitable and

proper, and whether it can be replicated or junked. It
would also carefully examine and determine the worth
or merit of the project. This is applied to provide “useful feedback” that will be helpful for future
projects.
A project evaluation is used to also identify whether a particular project should be continued or
cancelled. It will lead back to the objectives cited at the onset of the project.
Consider these things when evaluating your project:
1. Was it adequate for the goal of the program?

2. Were the objectives of the project met?
3. Is it the appropriate project for the community? For the program?
4. Was the execution effective?
5. Was the distribution of the resources efficient?
6. Is the effect of the program long-term?
7. Should the project be continued or cancelled?
8. Did you empower the community?
POST IMPLEMENTATION REVIEW (PIR)
The last activity in the project closure is a Post Implementation Review (PIR). It represents the
formal closure of the project. The purpose of the said activity:
 Capture and share the lessons learned

 Assess the success measure
 Identify approaches and techniques that worked
 Take note of the approaches that did not work
 Perform accounting and audits closure
 Performance assessment
 Collation and integration of all the data and documents into a terminal report
 Provide feedbacks and recommendations for future use

Project Management and Development is an interrelated process of organizing, implementing task,
and evaluating projects. It is ongoing and progressive. It involves different resources which your
group has to utilize wisely and efficiently for a successful and effective project outcome.
In developing a project, you should be able to identify the problems, needs or concerns of the
community you aim to serve. From the findings of your profiling or assessments, you will start
formulating possible solutions or response for the concerns pointed out.
These projects must be SMART. Everyone in the team must give inputs and contribute in the
planning of the project. Plans will be executed, monitored and evaluated to check the effectiveness
and efficiency of its implementation, whether it could be sustained, modified or cancelled.
Through Planning, you will become aware of real-life situations in different communities. You will
experience a change within yourselves and soon, your studies, researches and whatever resources
you have will be eagerly used to find ways to improve the lives of the people in the community. This
becomes apparent when you do volunteer work and give off your time, effort and talent for the
betterment of the community.
Remember that it is the people and their commitments to action that make a Project come alive
and make it work. A desirable outcome of all these is the contribution that you can give to the
community and that is empowerment. The community slowly realizes that it has the power, the
skills and the confidence to take care of itself and be self-sufficient, because you have planned out
a program or project with and for them.
Naturally it would be wishful thinking to assume that this can happen overnight but YOU, as learners
are reassured when you realize that you have helped in planting the seeds of empowerment.
SOURCES
WEBSITES:
http://www.cio.ca.gov/Government/IT_Policy/pdf/PM1.3_Overview_What_is_a_Proje ct.pdf
http://www.barnardos.org.uk/communityprofiling.pdf
http://www.census.gov.ph/
http://www.bulacan.gov.ph/map/topography.php
http://www.teachthought.com/
https://sustainabledevelopment.un.org/topics
A Human Rights-based Approach to Development Programming in UNDP – Adding the

Missing Link
All Student Leaders: Community Development Forum, Orientation Materials; UST

SIMBAHAYAN-COD

Barker, S., & Cole, R. (2009). Brilliant Project Management: What the Best Project
Managers Know, Say and Do. Ft Pr.
Campbell, C. A. (2008). The One-page Project Manager for IT projects: Communicate

and manage any project with a single sheet of paper. Hoboken, NJ: Wiley.
:
Harvey, P., Baghri, S., & Reed, B. (2002). Emergency Sanitation: Assessment and
Programme design. Loughborough: Water, Engineering and Development Centre,
Loughborough Univ.
Lewis, J. P. (2007). Fundamentals of Project Management. New York: American

Management Association.
Linton, T. (2014). Project Management Essentials 1st Edition Cengage Learning

Australia
Phillips, P. P., &, C. A. (2008). Data collection: Planning for and collecting all types of
data. San Francisco: Pfeiffer.
Smith, A.& Frank, F. (1999). The Community Development handbook: A tool to build
community capacity. Hull, Quebec: Employment Programs Learning and Development
Unit, Human Resources Development Canada.
Young, T. L. (2013). Successful Project Management (Creating Success) (Fourth ed.).

Kogan Page.

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PROJECT MANAGEMENT AND DEVELOPMENT

In the previous chapter, you learned about the LEARNING OBJECTIVES

Community Development is defined as a In this chapter, you will be able to:

Chapter 6: Project Management and Development | 1

PROGRAM POINT OF COMPARISON PROJECT

Did you know?

Chapter 6: Project Management and Development | 2

1. Health and Wellness Development

Project Management: Definition

Chapter 6: Project Management and Development | 3

The dynamic process of project management

HARD SKILLS SOFT SKILLS

Chapter 6: Project Management and Development | 4

Figure 2. Retrieved from SEH (Short Elliot Hendrickson Inc, 2019)

Chapter 6: Project Management and Development | 5

Chapter 6: Project Management and Development | 6

Phase One: Initiating

Chapter 6: Project Management and Development | 7

You can do this through assessment, data collection or profiling.

Here are some of the questions you have to answer:

A. Check the general state of the community

B. You also have to assess your group.

 Who will be involved in the project?

The Kick-Off Meeting

• Provide process to • Start with an agenda

Chapter 6: Project Management and Development | 8

Know the stakeholders

During the initiation phase, requirements elicitation is

Chapter 6: Project Management and Development | 9

 RAPID APPRAISAL - using a combination of social research approaches to extant data3,

Tools that can be used for profiling:

Census information – the Philippine Statistic

2/ Maps – maps contain information such

Chapter 6: Project Management and Development | 10

Figure 6. Illustration of the SWOT matrix: the four quadrants.

Strong traditions Members are not

A weekend bazaar Lands are being

In project management, it is essential to identify both internal and external stakeholders to

Chapter 6: Project Management and Development | 11

The tree-swing cartoon

Usually, the goal of the

The objective would identify

Once you have set your

Figure 7. How tree-swing cartoon is used in IT projects

Chapter 6: Project Management and Development | 12

C. ROLES AND ACTION PLAN

DEFINE THE PROJECT

 What needs and opportunities will be addressed by the project?

DEFINE THE SCOPE

TRIPLE CONSTRAINT It is useful to introduce the concept of triple

We will delve more on this topic during the Planning

Chapter 6: Project Management and Development | 13

DEFINE THE TEAM

DEFINE THE STAKEHOLDER

Chapter 6: Project Management and Development | 14

DEFINE PREFERRED TIMEFRAME AND BUDGET

Phase Two: Planning

In every endeavor, you have to be prepared. Without

Chapter 6: Project Management and Development | 15

According to J. Lewis (2017), author of Fundamentals of Project Management, “Control is exercised

Imagine going to the community

Without a plan, the group is bound to