eyob asrat.ppt

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Project

Implementation andmanagement

Module 5 Session 7


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Summary

This session covers the aspects of project

implementation and management from

activation onwards, including factors that affect

project implementation.Project management as a concept is

considered.

The characteristic of a good project managerare discussed.


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Contents

!ntroduction to Project !mplementation

Project "ctivation

Project #peration

"pproaches to Project !mplementation

Project !mplementation Plan

$actors "ffecting Project !mplementation

Project Management %efined"spects of Project Management

&haracteristics of a good Project Manager


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Project Implementation

Process where() *project inputs areconverted to project outputs+. Ma) (e looedat as-

Putting in action the activities of the project. Putting into practice what was proposed in

the project document i.e. transforming the

project proposal into the actual project./ Management of the project or e0ecuting theproject intentions.


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Project Implementation (cont.)

!mplementation usuall) done () implementingagencyorganiation/ that prepared the projectand received funding for it.

#ther organiations that participate in theimplementation of the project () wa) of colla(oration, sa) () according good

woring relationship, e0tending technical advice orseconding their staff to the project

are referred to as co-operating agencies.


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Project Implementation phase

involves:

Project activation, andProject operation

Project activation This means maing arrangements to have the project

started. !t involves coordination and allocation ofresources to mae project operational.

Project operation This is practical management of a project. 3ere, project

inputs are transformed into outputs to achieveimmediate o(jectives.


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Project operation and

maintenance

Operation and maintenance

To attain value and ma0imum returns, the

district4municipalit) or the (eneficiaries organiefor the facilit) to have the project properl)managed and maintained regularl).

"n operation and maintenance manual is

prepared () the contractor and handed to thedistrict 4 (eneficiaries.


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Approaches to project

implementation

op-do!n approach !mplementation mainl) done () agencies from outside

the communit) with limited involvement () the

(eneficiaries."ottom-up approach 6eneficiaries implement the project. #utside agencies

ma) provide the financial resources and technical

assistance.Colla#orative participatory approach 6oth topdown and (ottomup approaches to project

implementation are applied in the process.


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Project implementation plan

(PIP)

!f P!P not carried out during the projectdesign process and em(odied in the

project documents, it is carried out at theproject activation stage.


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includes:

a) he project implementation schedule

This is concerned with-

:hat activities can produce e0pected

project outputs;

:hat is the se


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includes:

The following methods ma) (e used to

answer the a(ove et wor

anal)sis

Project ?valuation and @eview Techni


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$hat is a %A& Chart'

The =antt chart is also referred to as the

progress chart.

!t is a chart showing the timing of projectactivities using horiontal (ars.

!t is one of the techni


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o! to determine a %A& chart

%etermine the parts or implementationphases of the project and the se


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o! to construct a %A& chart

Time represented on the horiontal a0is, and

activities on the vertical a0is.

6ars are entered to indicate the time periodallocated for each activit) and the state of

progress at an) particular point in time.


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?0ample- Maie farming project

Activity

Mareting

Threshing

3arvesting

:eeding

Planting

Preparing seed(ed

B $ M " M B B " S # > %

Time period/ months


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he Simple ormat


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Practical

%evelop

a =antt chart

Simple $ormatproject implementation schedules in relationto the identified projects in the projectidentification session.


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(cont.)

#)he role o* the implementing agency

The specific responsi(ilities of the e) staff

during project implementation andmonitoring are outlined.

c) "ene*iciary participation The involvement of the (eneficiaries in

planning and implementation and what ise0pected of them is spelt out.


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(cont.)

d) Organi+ational structure and sta**ing

3ere the following are sought- Project structure for purposes of management Cualifications and sills for the staff Bo( descriptions and specifications for the staff Technical assistance if needed

e) inancial managementThis loos at funds management, accounting period,financial reports and statements and how often the)will (e made;


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(cont.)

*) ,eporting system

This loos at who will (e reporting to whom and howoften. There is need to design standard reporting

formats.g)Sustaina#ility

The concept of sustaina(ilit) is (ased on (elief thatproject should result in (enefits that have lasting effect.

Project should (e sustained (e)ond the life of funding especiall) if it is a grant.

Project should not e0haust the availa(le resources lieraw materials and la(or.


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(cont.)

ime control and remedial action

Time taen to implement project activities is one

measure of successfulness of supervision or

monitoring of project implementation.

Supervisor pa)s particular attention to time

control measures, time scheduling and its

supervision, time e0tension and postponement,damages for noncompletion and defect or

warrant) period.


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(cont.)

Supervision o* implementation o* projectschedule

This involves a set of checs and (alances toensure that the schedule is (eing adhered to.

To ensure that the time schedule is (eing adheredto, the project activit) time listing can (e of great

importance.


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Project Activity ime isting


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Practical

Dsing the Project "ctivit) Time Aisting,develop a Project "ctivit) Time Aisting ta(lein relation to the !dentified project in projectidentification session, and fill it in.


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actors a**ecting project

implementation

actors that lead tosuccess o* projects

Political &ommitment Simplicit) of %esign &areful preparation

=ood management !nvolvement of

(eneficiaries4communit)

actors and pro#lems

that lead to *ailure o*projects

$inancial Pro(lems

Management pro(lems

Technical pro(lems

Political pro(lems


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implementation

Other typical implementation pro#lems

Poor scheduling of projects leading to dela)s in

Poor scheduling of projects leading to dela)s in

implementation. Misallocation of funds

%ela) and sometimes lac of counterpart funding

Aac of accounta(ilit) and transparenc)

6ureaucrac) in decisionmaing.

Selfishness4nepotism4favoritism () some project

managers.


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implementation

Other typical implementation pro#lems (cont.)

:ea monitoring s)stems

>atural calamities lie drought, earth


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Project management

anagement may #e de*ined as/

=etting things done from the availa(le resources,

the wa) )ou want them to (e done.

Project management de*ined

Project Management is an allem(racing term

covering the management of ever) detail of aproject Project c)cle/ and ma) (e defined as,

*the process of planning and directing a project

from its inception to its final completion+.


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Project management (cont.)

Project management decisions a necessar) function for

setting up a project. !t is concerned with-

$orecasting

Setting o(jectives Polic) maing

Planning - determines success4failure of project. !t has

three / main aspects-

Programming Scheduling and

6udgeting


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Project control To control is to compare actualwith planned achievements and tae action to correct

an) adverse deviations. !t involves-

Plans of Operation These are the result of the planning process of Project

management.

Review and Updating

@eview is necessar) to determine whether the project isproceeding according to plan or not. Dpdating is recording the

state of the project as shown () the reviews, or of maing

amendments.


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Project Action :hen review has shown aproject to (e deviating from plan, action is

re


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" good project manager should-

have woring nowledge in several fields

(e a(le to understand general managerialpro(lems

have active interest in training anddeveloping su(ordinates

(e a(le to delegate some tass tosu(ordinates

Characteristics o* a good

project manager


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" good project manager should-

now the project and understand its o(jectives

now the s)stematic process for managingprojects

(e a(le to answer the following

Documents

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