PROJECT

IDENTIFICATION
/IMPLEMENTATION/
MANAGEMENT
 A DEFINITION OF
A PROJECT
A project is
• A group of tasks performed in a
definable time period, in order to meet
a specific set of objectives
• It is likely to be a one time program.
• It has a life cycle, with a specific start
and end.
• It has a workscope that can be
categorized into definable tasks
• It has a budget
• It is likely to require the use of multiple
resources. Many of these resources may
be scarce and may have to be shared
with others
• It may require the establishment of a
special organization, or the crossing of
traditional organizational boundaries
 WHAT IS A PROJECT?

A PROJECT IS
A PACKGE OF:
PROJECT • OBJECTIVES PROJECT PROJECT
MANAGER • OUTPUTS STAFF BENEFICIARIES
• ACTIVITIES
• INPUTS
Why do we need a different set
of practices to manage projects?
• We are managing specific tasks and
resources against a time-oriented set of
objectives
• The budgets are associated with
different work, within a specified time
frame
• It is not so much what we manage
– that is so different but rather the way
– that we manage
– and the measurement
– and control practices involved in the task
 WHAT WE MANAGE
Eight major components of project
management include
Workscope Time
Resources Costs
Quality Communication
Risks Contracts and
procurement
 PROJECT FRAMEWORK

AGENCY COMMUNITY

MANAGERS LEADERS
FIELDWORKERS BENEFICIARIES

PROJECT PROJECT
EFFECTS IMPACTS
INPUTS ACTIVITIES OUTPUTS Improved: Increased:
1. Management 1. Research 1. Research report
• Awareness • Per capita Income
2. Manpower 2. Training 2. Training Design
• Knowledge • Employment Rate
3. Money 3. Production 3. Materials
• Attitude • Life expectancy
4. Materials 4. Construction 4. School Building
• Skill • Literacy rate
5. Machines 5. Extension 5. Farmers visited
Visit • Practice
6. Manhour 6. Areas irrigated Decreased:
7. Mansion 6. Irrigate the 7. Machines • Mortality rate
Farm cleaned • Fertility rate
8. Message
7. Maintain the
Machines
(MONITORED AND EVALUATED) (EVALUATED)
 Project Development
DEVELOPMENT…… Is a managed change for better.
 
 
PROJECT…..Any activity that involves the use of one or
more scarce resources during a specific time period, for the
purpose of producing a socio-economic return in the form of
goods and services.
 
It is viewed as an investment, e.g. infrastructure
facilities, equipments, social services such as health,
education, sports and nutrition.
 TYPES OF PROJECTS

1. Independent Projects - Those that can be

implemented without precluding the
implementation of other projects.

2. Mutually Exclusive - Those with when

implemented, preclude the implementation of
other projects e.g. single unit vs. Tenement
housing in the same residential space.
 3. Complementary Projects - Those that require
implementation of other project to attain certain
development objectives e.g. component projects of an
integrated area development package. B.I.A.R.S.P.
with components on:
  A.     Institutional Development
B.     LTI
C.     Productivity Systems Development
D.     Social Services
         Primary Health Care
         Education
         Transport Facilities
         Potable Water Supply
E.      Small Medium enterprises
 The Project Development Cycle
  Projects may be distinguished according to:
 
  •   Sector
•   Purpose
•   Relationship
•   Scope
•   Objectives
•   Target clientless or beneficiaries
•   Organizational structure
•   Other such form

Regardless of their differences:

All projects are subject to a similar process. All
undergo a salient transition.
 THE PROCESS OF PROJECT
DEVELOPMENT

Post-investment Phase
Pre-investment Phase Investment Phase (Operational Phase)

Project Project Project Detailed Project Project Project Ex-post

Identification Preparation Appraisal and Engineering Implementation Operation Project
Financing Evaluation

The Project Development Cycle

from inception to maturity that is referred to
as the:
PROJECT DEVELOPMENT CYCLE
     Stages of project Development:
 
A.) Pre-Investment Phase:
      Project identification
      Project preparation
Project Appraisal and Financing
B.) Investment Phase:
 
      Detailed engineering/design
      Project implementation

C.) Post investment Phase:

 
      Project operation
  Ex-post evaluation
  The process is a cycle because each
phase of analysis develop from preceding
ones which in turn leads to the subsequent
phases of investigation.

   This reaches a final stage which

signifies the end of the cycle.

  This completion of one cycle signals

the beginning of another one.
 During the Pre-investment Phase:

• Alternatives are screened through a series

of evaluation.
• Definite projects are singled out for
financing and implementation.
• All preliminary engineering is done as part
of pre-investment.
 During the Investment:
• The remaining detailed engineering and
design is carried out.

• Followed by construction and installation of

physical facilities.
 
• The provision of Development services as
part of project implementation.
 During the Post investment Phase:
• The project goes into full operation

• Upon completion of the project implementation, the

project is appraised in an ex-post sense and finishing
are recorded and used for guidance in subsequent
project planning activities.

• This activity signifies the end of one cycle and feeds

into pre-investment phase of the next cycle.

• Forming the identification of a follow-up project or of

similar projects.
 Identification:
o    It is the logical start of the project

o   It is the process of searching for

potentially rewarding investments.
 Preparation:
o      It is the stage wherein overall feasibility of an identified
project is established.

o    When a project is found feasible, it is now ready for

appraisal and financing.

o    It involves the investigation of the market, technical,

economic and operational viability of the project.

o   Seeks the most suitable legal, administrative and

organizational arrangements to ensure that implementation
would proceed as planned and completed facilities would be
properly maintained & operated.
 Appraisal & Financing:
o        Once
the project is found feasible, the next
step is to secure financing of the project.

o  This calls for appraisal of the project both

by those responsible for deciding the
implementation and those from whom
financing is sought.
 
• This involves a critical review of all aspects of
the project:
 Assumption made in the Fs are assessed,basic
statistics sought and techniques of analysis are
reviewed.
The engineering features of the projects are tested
for soundness.
   Organizational schemes for project implementation
operation and maintenance are scrutinized.

• If the appraisal leads to a decision to pursue the project, the

next step is to work out the financing arrangements.
 Investment/Implementation Phase:

• ○ Ensures that the project is implemented as

planned and scheduled.
• ○ A project execution system must be
established and the system must be
designed to anticipate problems and
resolve them as soon as they occur.
• ○  Monitoring and supervision start from
the time that detailed designs are made
and carried through actual project
implementation.
○  In some project, the existing organizational
structure of the implementing agencies,
adequately strengthened for efficient project
management.

○   For projects that are of exceptional magnitude

and complexity; the creation of special project
management office (PMO) may be created to
provide a fulltime and closer supervision of the
project implementation.
 Post Investment Phase:
( 2 stages of project development processes fall under this phase)

1.) Project Operation:

• A project reaches the operation stage after
investment have been made or the plan has been
installed in case of infrastructure projects.
•In other words: when the expected project benefits
start being generated.
2.) Ex-post Evaluation
• After the project’s operation the ex-post evaluation is
undertaken to investigate:
a.) The project’s performance
b.) its direct and indirect impact on the development
goals.

• Project performance will be determined whether

projection made during the project preparation stage
regarding the costs, benefits and other aspects of
implementation.
• Project’s direct and indirect impact
 
Involves investigation into the possible impact of
the project on various development goals
including these w/c may not be directly addressed
by the project.

It traces the processed and relationship through

which the project affects the various development
goals and attempt to measure its “NET IMPACT”.
One of the basic reasons why my community projects
fail is due to the lack of proper planning. Bad planning
is done on an adhoc basis.

Planning is the process of determining where we are

now, where to go, setting goals and objectives, and
selecting the best ways of getting there. It is a
continuous process. Schematically, the planning
process can be seen as follows:
 2. Where to
go

1. Where we
are now 3. What goals
& objectives
are to set

4. How to select
best methods
 A good project should be based on the
existing community needs. For this reason
the essential step in a planning process is
to determine the "What is" or the present
situation. The information on the present
situation will help us in determining
community needs.
Even though planning is time consuming, it
helps us to:

1. Identify viable projects

2. Focus on objectives
3. Eliminate uncertainties ( to
minimize risks)
4. Achieve economic operation
5. Facilitate control
Basically three groups of people should be involved in
planning activities, They are:

1. Implementers- those who are involved in planning

and implementing projects.

2. Recipients- those who receive the benefits from the

project or products produced

3. Concerned groups- those who have some concern for

the projects, for example funding agencies and influential
individuals.
Types of projects to be planned

• In order to identify the types of projects to

be planned in a community, one needs to
look at the total development concept. Total
development concept. Total development
involves not only economic aspects, but
also social, mental, technological, political,
physical, spiritual, and environmental
aspects.
 In line with the total development concept,
local leaders need to give serious thought to
the following types of projects, namely:

1. Economic projects
2. Social projects
3. Educational projects
4. Agricultural projects
5. Physical infrastructures projects
6. Religious projects
7. Cultural projects
8. Environmental projects
 As mentioned earlier, a good project should be
based on the existing community needs.
Therefore, before further planning is to undertaken,
one should start by identifying community needs.
Basically a need is the difference or gap between
“what is” and “what should be” or between the
“present” and “what is desirable”.
 Adequate data is necessary for the process of needs
identification. Existing data will reveal what is, which
also represents a benchmark for further planning.
This was facilitated when the community conducted
THE PARTICIPATORY ACTION
RESEARCH.
 Goals and Objectives

A community projects can be a success if

directed to achieve clear and precise goals
and objectives. Some people make
distinctions between goals and objectives
while others use these terms
interchangeably.
However, goals and objectives are two
distinct terms.
There are various types of community projects,
i.e., economic and social project, that can be
funded by various development agencies. On
the hand, each agency has various specific
requirements for funding a project. Normally
each agency has prepared its own guidelines
and procedures in the form of a pamphlet to be
given out to the public on how to apply funds.
Below is the most common format adopted by
funding agencies:
1. Project title – what is the name of the proposed
project.?

2. Introduction –
• Where will the project be located?
• Who are the proponents and the
beneficiaries?

The information required includes the data on the

registration of the organization, no. of members,
management, nature of services and the future plans.
 – What is the nature of the proposed projects?

– What is the total cost of the project stating the

counter-part of organization and the amount
requested from the funding agency?

3. Justification
– What is the nature of the present problem?
– How will the proposed project solve the problem?

4. Objectives of the projects

– What are the objectives of the proposed project?
5. Plan of work
a. what are the activities to be included in the project?
b. what is the date for start and completion of each
activity?

Rearrange the activities in sequence according to simple

time schedule. This arrangement can be presented in
the form of either:
Precedence diagram- activities, jobs or asks an
enclosed in boxes and connected by arrows to
show their order or
Gantt Chart- list of activities against a time scale.
6. Personal and local counter part contribution
• Who will direct the project? ( give as full picture as
necessary to indicate the person’s competence. The
person is the boss of the project.
• Other than the boss, who else will be involved in the
project? What are their roles?

7. Monitoring and evaluation

a. what are the parts of the project you want to evaluate?
b. who and when should evaluation be conducted?
c. how do you evaluate?
d. how do you analyze and interpret your evaluation
results?
e. what actions are to be taken based on the evaluation?
The indicators for measuring impact and progress of a
social project should no longer be limited to the
changes in physical and material aspects of economy.
The selection of indicators should commensurate with
project objectives. The evaluation of community
development project should consider indicators such as
changes in the educational status of the target groups
housing, income, employment, health, facilities for the
spiritual and psychological aspect of life, culture,
politics safety, family, communication and so on. This
is the most important section judging the proposal. The
objectives should be clearly based on the problem
statement. List down the achievable objectives in order
of importance, potential contribution or time sequence.
A good project identification should start with the
collection of:
 Natural and human resource data
Socio-economic statistics
The analysis of such data within the framework of
national, regional, and sectoral strategies.

PRE IDENTIFICATION
It is an important prelude to project identification
It involves surveying, reviewing, inventorying,
integration and analysis of strategies and policies, natural
resource data and socio-economic information.
It is very important phase of project planning.
• It is an aspect of project planning which
is either almost totally ignored.

a. cost-effective means in carrying out the

survey and research activities.
b. Work is regarded as expensive overhead cost
(budgetary constraint)
c. A lot of work has ended to be time
consuming, people cant wait for the results
and don’t consider it important to even start
it.
 Natural resource data
For Rural Development Projects, it is clearly important to survey
and analyze such national resource data as the following:

A. GEOLOGICAL STRUCTURE – as indicating soil

types, existence or aquifers and groundwater,
minerals if exploitable in commercial quantities may
preclude some agricultural development or at least
postpone the project implementation.
B. CLIMATIC VARIABLES-
 Amounts and pattern of solar energy
 Temperature variation
 Precipitation which can take the form of
average rainfall
C. SOIL TYPES in RELATION TO FERTILITY and
STRUCTURES
D. EXISTING LAND USE PATTERNS AND RECENT
TRENDS
E. LAND CAPABILITY INFORMAITON

F. PREVALENCE OF PESTS AND DISEASES

G. TOPOGRAPHIC FEATURES, such as slope of possible

arable lands, swamps.

H. EXISTING FARMING SYSTEMS, CROPPING

PATTERNS and CROP ROTATION SYSTEM
 Human Resource Date
• Population and patterns
• Population growth rate
• Mortality rate, fertility rate
• Migration patterns ( in and out migration)
• Education both formal and non-formal
• Health condition
• Housing facilities and amenities
• Households and sizes
 Socio economic data
• Income
• Production and trends
• Sources of income
• Labor force
• Livelihood enterprises and opportunities
• Market
• Trading and industry
PROCESS TOOLS OUTPUT METHOD
Problem ID Critical List of problems Participatory
Selection incidence Controllable Brainstorming
prioritization Brainstorming Uncontrollable Research
Gap analysis Contribution Assessment
Brainstorming
Problem prioritized Brainstorming Priority of services Use of data
List of problems Interruption of
common
indicators
Determine the
common
denominator
Multi-notified
Brainstorming
There’s a lot of
data
Problem analysis Fishbone Causes/effect brainstorming
Problem tree
Sit. Analysis
Causal
diagramming
Thru needs assessments levels:
1. Sense the problem
2. surface
 Directive- Ask directly to the community
 Indirect- act as facilitator but it will take
time
3. Specifying the problem
 Quantitative
 smart
4. Problem selection and prioritizations:
• to remove or classify problems according to
controllable & non- controllable
• within a beyond our control
Govt. sector: in control
1. Within the project
2. From within the agency
3. From out of the agency
Criteria:
– Availability of resource
– Implementability of problem
– Urgency
– - acceptability ( social, political)
– Acceptability
 Goal oriented project planning
(GOPP)
Based on the concept
Called: Logical Framework
Developed by the USAID
Consultants in the ‘70

Introduced by the Technical

Cooperation project supported
By the Federal Republic of
Germany

English version of German

Acronym ZOPP (Ziel Orientierte
Projeck planung)
 rt i c i pation
pa

ua l i z at ion
Vis
Cornerstones of the GOPP
planning process

ode r a ti o n
M

ni n g st eps
The six plan
 ZOPP APPROACH
• ZOPP is the acronym of :
• > Ziel = Objectives
• > Orientierte = Oriented
• > Projekt = Project
• > Planung = Planning
THE GOPP PLANNING STEPS
PROBLEM Includes problem identification and analysis.
ANALYSIS The output is a Problem Tree.
OBJECTIVE Conversion of problems statements into objective.
ANALYSIS The output is an Objective Tree.
ALTERNATIVE Examination of potential strategies and leads to decision about
ANALYSIS Objectives will be pursued in the project and which are
Beyond the scope of the project. The output is a Project Strategy
PARTICIPATION Assures the planner effectively incorporate all groups,
ANALYSIS Organizations, and agencies directly involved in the project
The output is a Participation Analysis Matrix

PROJECT Includes a narrative summary of purpose, goal and objectives as well as

PLANNING Objectively Verifiable Indicators (OVIs), Means of Verification (MOV) and
important assumptions. The output is the Project Plan.
PLAN OF Development of a detailed operational actively plan and budget. The output
OPERATIONS is the Plan of Operations which, for each objective, details step-by-step
activities, a time line, responsible person, personnel requirements, physical
inputs, the cost of inputs and services, assumptions, OVIs and MOV.
ZOPP is a set of:
* Procedures and
* Instruments
 ZOPP APPLICATION

* ZOPP is an open and workable

system
* ZOPP is as good as the planning team
* ZOPP generate a consensus of
different opinions through the planning
process
* ZOPP needs realistic application
THE OBJECTIVES OF ZOPP
ZOPP is of simple planning tools which help to:
1. Structure all information
2. Generate a consensus of different opinions
3. Develop a project design
4. Prepare project overview
5. Manage the planning and implementation
6. Communicate the project concepts to others
3 FEATURES OF ZOPP
1. Gradual procedure through a
sequence of successive planning
steps
2. Permanent visualization and
documentation of all planning
steps
3. Team approach
MAIN FEATURE FOR ZOPP

* Sequential planning using step-

by-step approach
* Comprehensive and
simultaneous visualization and
documentation of all planning
steps
* Team approach
TOOLS OF ZOPP

1. Situational Analysis:
* Problem analysis
* Objective analysis
* Alternative analysis
* Participation Analysis
2. PROJECT DESIGN
( Project Planning matrix)
* Objective and Activities
(Project Strategy)
* Important Assumptions
* Objective Verifiable
Indicators
* Means of Verification
Problem Tree Analysis: INACCURATE DATA AND UNTIMELY
SUBMISSION OF REPORT

MANPOWER

DIFFICULTY IN LIMITED
INDIFFERENT ATTITUDE
ACCOMPLISHING THE FORMS STAFF COMPLEMENT

INADEQUATE TECHNICAL
LACK OF FAST
LACK OF KNOW-HOW PERSONNEL TURN-OVER
COMMITMENT
FOCUS MOVEMENT OF
& INTEREST
PERSONNEL
LACK OF PROPER ORIENTATION,
GUIDANCE & COACHING
TOO MUCH
LOW MORAL
WORK
INADEQUATE TIME

OVER WORK
AND NO INCENTIVES TOO MANY WORKLOADS
MANPOWER
Problem Tree Analysis: INACCURATE DATA AND UNTIMELY
SUBMISSION OF REPORT
FINISH
MATERIALS M M M M M M

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INADEQUATE NON-AVAILABILITY
INADEQUATE OFFICE FACILITIES
OFFICE SUPPLIES OF FORMS AT MARO LEVEL
e.g. FILING CABINETS

FORMS NOT DELIVERED NO SUPPLY FOR

ON TIME TO MARO FORMS REPRODUCTIOIN

LIMITED BUDGET
MATERIALS
Problem Tree Analysis: INACCURATE DATA AND UNTIMELY
SUBMISSION OF REPORT
FINISH
METHOD M M M M M M

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NON-ADHERENCE TO
LACK OF INADEQUATE MEANS OF
DIFFICULTY TO REPORT SUBMISSION
FEEDBACKING MECHANISM DATA VERIFICATION
FILL-UP FORMS BASED ON CUT-OFF DATE

POOR RECORDS NON-FAMILIARITY

NO CLEAR UNDERSTANDING
MANAGEMENT OF THE FORMS
OF THE OPERATIONAL
GUIDELINES AT MARO LEVEL

NO PROPER ORIENTATION
AND COACHING MECAHNISMS UNCLEAR SYSTEM POOR TIME
& PROCEDURES MANAGEMENT

METHOD
Problem Tree Analysis: INACCURATE DATA AND UNTIMELY
SUBMISSION OF REPORT
FINISH
MEASUREMENT M M M M M M

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NO PROPER LAXITY IN HANDLING INADEQUATE

FEEDBACKING MECHANISM AND MEASURING DATA NUMERICAL CAPABILITY

NO CLEAR UNDERSTANDING INADEQUATE

ON THE INSTRUMENT OR TOOLS TECHNICAL KNOW-HOW
IN ANALYZING DATA

NO PROPER ORIENTATION INADEQUATE

TRAINING
MEASUREMENT
Problem Tree Analysis: INACCURATE DATA AND UNTIMELY
SUBMISSION OF REPORT
FINISH
MACHINES M M M M M M

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OUTMODED NON-AVAILABILITY INADEQUATE

OFFICE EQUIPMENTS OF IMMEDIATE COMMUNICATION FACILITIES
TRANSPORTATION

NO POL
PRODUCTS

LIMITED BUDGET

MACHINES
Problem Tree Analysis: INACCURATE DATA AND UNTIMELY
SUBMISSION OF REPORT
FINISH MOTHER M M M M M M
NATURE
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NON-CONDUCIVE TOO MUCH WORK LOAD

NON-SUPPORTIVE GROUP
WORKING ENVIRONMENT OF FIELD STAFF

PERFORMANCE CONTRACT – LUKE WARM ATTITUDE

LIMITED OFFICE SPACE
TARGETS OF SOME STAKEHOLDERS

PRESSURE OF THE
MANAGEMENT
MOTHER NATURE