Project cycle management

By: Yodit Z.

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 Project
• A project is a set of related tasks that are
coordinated to achieve a specific objective in a
given time limit
– Coordinated: projects typically involve many
people - a team – whose actions need to be
coordinated
– Achieve a specific objective: normally
unique and "novel“; tangible; set of
deliverables
– Time limit: specific expectations

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 Project
• A Project is a temporary endeavour undertaken
to create a unique product or service.
– Temporary: Definite beginning and end
– Unique product or service: Every product or
service that is being created, is different from
other products / services in one or more ways

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 Project Management (PM)
• is the APPLICATION of knowledge, skills,
tools and techniques to project activities to
meet project requirements
• is a formalised and structured method of
managing change.
• It focuses on achieving specifically defined
outputs so that planned benefits/outcomes
are achieved.
• is a formal set of professional skills and
techniques used to plan, manage, oversee
and execute projects. 4
 Project Life Span
• Is the name given to the sequential time progression
of a project
• From its beginning to its completion
• The PLS is divided into phases
– In general it has FIVE phases

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 PM process
Typical of a Project Life Span– a natural sequence
of activities:
1. Initiating Processes
2. Planning Processes
3. Executing Processes
4. Controlling Processes
5. Closing Processes

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 Drivers of a Project:-
• A problem that requires a response now.
• An opportunity to be taken advantage of.
• A business requirement that must be satisfied
with.

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Phases of Project Cycle Management

The project cycle starts with the identification of an

idea and develops that idea into a working plan that
can be implemented and evaluated.

The generic project cycle has five phases:

 EXECUTE
EXECUTE
THEPROJECT
THE PROJECT
3
CONTROL
M&E
THEPROJECT
THE PROJECT
PLAN 4
THE PROJECT
2
PROJECT LIFE CYCLE
PHASES

5
CLOSE
THE PROJECT
PROJECT
1
INITIATE
INITIATE T
THE
PROJECT
PROJECT
 Phase I: Project Initiation
• This is the 1st Phase of project start-up
• A Problem or Opportunity is Identified
• A project formed to produce the solution
• A project team is appointed

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Phase II :Project Planning
 Project Planning Steps
What needs to be done? • STEP 1 : Define the project scope
 Needs and resource assessment
 Scope statement

How will it be done? STEP 2: Develop a Work Breakdown Structure

 WBS chart – with defined activities

How long will it take to STEP 3: Develop a Schedule

complete?  Gantt chart

What resources are STEP 4: Assign Resources

necessary?  Resource Analysis and Resource Levelling

How much will it cost? STEP 5: Develop a Budget

 Project Budget Allocation

Project Plan 13
 STEP 1: Define scope
• DEFINITION OF SCOPE:
– The sum of the products and services to be provided
as a project;
– The work that must be done to deliver a product with
the specified features and functions
• Need to start with assessing needs and
resources.
• Then develop a Scope Statement.
 Develop scope statement
1. Project justification
2. Project’s product
3. Project deliverables
4. Project objectives 14
 STEP 2: Develop a WBS
• WBS is used to define the project’s SCOPE
• Dividing the major deliverables into smaller,
more manageable components
• It is a key document in project management: it
provides the basis for planning and managing
project scope; project schedules; project costs;
and project change.
• A WBS corresponds to a hierarchy of activities
and tasks.
• Visual depiction– looks like an ‘organogram’
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 STEP 3: Develop a Schedule
• Project schedules can be depicted in different
ways:
– CPM (Critical Path Method)
– PERT (Programme Evaluation and Review
Technique)
– Gantt chart (Mr Gantt!)

• DEFINITION OF A GANTT CHART:

– A Gantt chart is a horizontal bar chart that
graphically displays the time relationships
between the different tasks in a project 16
 Gantt Chart
• Gantt chart uses the WBS activities as input
• All levels of WBS is written on left hand side
of Gantt chart
• The same numbering is used
• Some software products automatically
assign WBS codes– can also assign them
manually
• Input is WBS
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Example of Schedule, Gantt
chart

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 STEP 4: Assign Resources
• Different Types of Resources
– Human
– Physical
– Financial
• Different management techniques
– Human resource management for all project team
members
– Procurement management for all contracts
– Need to plan, activity-by-activity, what resources are
necessary
• Not guessing
• Not overall estimates
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 STEP 5: Develop a budget
• Activity-based budgeting
• For every activity – assign costs
• Need to develop / know unit costs
• Develop a unit cost table
• How to assign costs of overall
management?

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 Project plan
• Project Plan is the final product
(deliverable) of the project planning stage
• Needs to be approved by client
• Needs to be document of reference for all
project activities
• Provides orientation and common vision to
all stakeholders
• Not the same as appraisal, feasibility
study, needs assessment, project proposal
• Project plan also includes the other 5 PM
components
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 Phase III :
Project execution/Implementation

23Public Health
Laboraotory
Main Implementation Periods
 3. Project execution/Implementation

Implementation is a stage where:

• The earlier designs

• Plans

• Assumptions

• Projections, etc. are tested in reality

• There are different activities that should be
performed during implementing Projects

1. Staffing
2. Directing
3. Controlling
4. Management of time
5. Management of People
6. Management of time

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Project implementation Checklist
1. Check project scope
2. Check your deliverables
3. Check your schedule
4. Analyse variances (deviations from plan)
by comparing “estimated” to “actual”
5. Address scope changes
6. List, track, and try to resolve open issues

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 Cont…
7. Report project status
8. Drive for close-out of activities and sign-
off of deliverables as appropriate
9. Decide whether it’s necessary to kill the
project, then do so if appropriate
10. Create a list of lessons learned
11. Complete appropriate evaluation
checklists
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 Project Execution . . . .

• “Mobilize & execute project”

The planned benefits are delivered

The most critical stage;

All other stages of the cycle are supportive

of this stage.
 Phase IV
Project Monitoring & Evaluation
 Purpose of Monitoring & Evaluation
• Monitoring & evaluating results are key functions to
improve the performance of implementing a project

• M&E show whether the project is accomplishing its

goals.

• Identifies project weaknesses & strengths

• The project areas that meet or exceed expectations to

under go revision
M&E fit to the following areas
LAST PHASE( V ) : PROJECT
CLOSURE
 Project Closure . . . .
• Communicating closure to all stakeholders & interested
parties

• Project closure report is submitted to the customer &/or

project sponsor for approval

• Project manager is responsible for undertaking each of

the activities identified during project closure on time &
according to the budget.

• The project is closed only when all activities identified in

the project closure report have been completed.
 Review Project Completion

• The final activity under taken on any project is a

review of its overall success by an independent
resources.

• Success is determined by how well it performed

against the defined objectives & conformed to the
management processes outlined in the planning phase.
 Questions posed to determine performance

• Did it result in the benefit defined in the business

case?
• Did it achieve the objectives outlined in the terms of
references?
• Did it operate within the scope of the terms of
reference( TOR) ?
• Was it delivered within the schedule outlined in the
project plan?
• Was it delivered within the budget outlined in the
financial plan?
 Facts about Project
Top Five Project Success Factors:

• User Involvement (15.9%)

• Executive Management Support (13.9%)
• Clear Statement of Requirements (13.0%)
• Proper Planning (9.6%)
• Realistic Expectations (8.2%)

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 Top Five Project Impairing
Factors:
• Incomplete Requirements (13.1%)
• Lack of User Involvement (12.4%)
• Lack of Resources (10.6%)
• Unrealistic Expectations (9.9%)
• Lack of Executive Support (9.3%)

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• Question?

• The End !!!

• Many thanks

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