Contents

The project Life cycle..................................................................................................................................1

1. The Baum project life cycle (World Bank procedures)....................................................................1
1.1. Identification............................................................................................................................1
1.2. Preparation...................................................................................................................................1
1.3. Appraisal and selection.................................................................................................................1
1.4. Implementation............................................................................................................................1
2. The UNIDO model:.........................................................................................................................5
2.1. Pre- investment phase..................................................................................................................5
2.2. Investment phase and..................................................................................................................5
2.3. Operational phase........................................................................................................................5
3. Integrated Project Planning and Management Cycle IPPMC-...........................................................10
1. phase-1: consisting of planning, appraisal and design;..................................................................10
2. phase-2: consisting of selection, approval and activation..............................................................10
3. phase-3 Operation, control and handover and..............................................................................10
4. phase-4 Evaluation and refinement..............................................................................................10
4. The DEPSA Model............................................................................................................................11
1. Pre-investment phase................................................................................................................11
2. Investment and..........................................................................................................................11
3. Operation...................................................................................................................................11
Sources of project ideas...................................................................................................................12

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 Chapter two

The project Life cycle:

The different stages/phases through which a project passes is called the project life cycle.

The main features and elements of this process are information gathering, analysis and decision
making. The project cycle consist of various stages in which each stage, not only is grown out of
the preceding ones, but also leads into the subsequent ones.

There is no single way of devising the different phases of a project there are many equally valid
ways in which the project cycle may be divided. There are four basic models of project life
cycles they are:

1. The Baum project life cycle

2. UNIDO project life cycle
3. (IPPMC)Integrated Project Planning and Management Cycle
4. DEPSA project life cycle

1. The Baum project life cycle (World Bank procedures)

The first basic model of a project cycle was that of Baum developed in 1970, which has been
adopted by the World Bank and initially recognized four main stages, namely

1.1. Identification

1.2. Preparation

1.3. Appraisal and selection

1.4. Implementation

At a later stage in 1978 the author has added another stage called “Evaluation “thus making the
stages 5 in number.

1. Identification Phase:

The first stage in the project life cycle is to find potentially promising projects which are
worthwhile for investment. Some of the sources of such projects are listed below:

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  Some projects are resource based and stem from the opportunity to make profitable use of
available resources.
 Some may be market based arising from an identified demand in home or overseas
markets.
 Others may be need based and initiated to make available certain basic material
requirements and services to all people in an area at minimal amounts.
 Well informed technical specialists and local leaders are also common source of projects.
Technical specialists will identify many areas where they feel new investment might be
profitable, while local leaders may have suggestions about where investment might be
carried out.
 Ideas for new projects also come from proposals to extend existing program.

2. Preparation Phase:

Once projects are identified, there begins a process of progressively more detailed analysis of the
projects and preparation of the project plans. This phase of the project life cycle which normally
includes both the prefeasibility and feasibility study .This is the stage at which the project is
being seriously considered as a definite investment action. Project preparation covers the
establishment of all the technical, economic, social, financial, institutional and environmental
feasibility analyses. From the inferences of such analysis, decisions have to be made on the
scope of the project, location and site, soil and hydrological requirements, project size etc. At
this stage the project exists as asset of tangible proposals.

3. Appraisal Phase (an assessment of the quality or value of something)

At this stage critical review of the project is to be conducted. This provides an opportunity to re-
examine every aspect of the project proposal (project plan) to assess whether the proposal is
appropriate and sound before large sums are invested. Generally only internal
institution/government staffs are used for this work. Projects are appraised both in the field and
at the desk level. Appraisals should cover at least seven aspects of the project, each of which
must have been given special consideration during the project preparation stage. Those seven
aspects are:

1. Technical: does the proposed project work in the way suggested?

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 2. Financial: have the financial requirement of the project been properly calculated, their
sources identified and reasonable plans made for their repayment? Where this is
necessary?
3. Commercial: how will the necessary inputs for the project be supplied and are the
arrangements for the disposal of the product satisfactory?
4. Incentives: does things go as they are planned?
5. Economic: does the proposed project consistent from the view point of national
development?
6. Managerial: does their exist capable manager to run the planned project successfully and
are they given sufficient power and scope to do what is required?
7. Organizational: is the project organized internally and externally into units, etc so as to
allow the proposals to be carried out properly, and to allow for change as the project
develops?

The above issues are the subjects of specialized appraisal report. On the basis of this report,
financial decisions are made- whether to go ahead with the project or not. In practice, there can
be quite a sequence of project selection decisions. Following appraisal, some projects may be
discarded. If the project involves loan finance, the lender will almost certainly wish to carry out
his own appraisal before completing negotiations with the borrower. Comments made at the
appraisal stage frequently give rise to alterations in the project plan.

4. Implementation Phase:

The clear objective of any effort in project planning and analysis is to have a project that can be
implemented to the benefit of the society. Thus implementation is perhaps the most important
part of the project cycle. In this stage, funds are actually disbursed to get the project started and
keep running. A major priority during this stage is to ensure that the project is carried out in the
way and within the period that was planned. Problems frequently occur when the economic and
financial environment at implementation differs from the situation expected during appraisal.

It is during implementation stage that many of the real problems of projects are first identified.
Because of this feedback effect on the discovery and design of new projects, and the deficiencies
in the capabilities of the project action can be revealed. Therefore to allow the management to

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become aware of the difficulties that might arise, in recording, monitoring and progress reporting
are important activities during the implementation stage.

5. Evaluation Phase:

At later stage that is in 1978, BAUM has added an additional stage called Evaluation which
usually closes the project life cycle. Once a project has been carried out, it is often useful, to look
back over what took place, to compare actual progress with the plans, to judge whether the
decisions and actions taken were corrective, to see whether the results obtained are optimal in a
sense that the resources are efficiently utilized and whether the project’s goals and objectives are
effectively achieved. The extent to which the objectives of a project are being realized provides
the primary criterion for an evaluation. The analysts look systematically at the elements of
success and failure in the project experience to obtain insights about how to plan more
productive projects in future.

Evaluation is not limited only to completed projects. It is the most important managerial tool in
ongoing projects and rather formalized evaluation may take place at several times in the life of
project. Evaluation may be undertaken when a project is in trouble, as the first step in a re-
planning effort. Careful evaluation of the project should precede any effort to plan follow-up
projects. Finally, evaluation should be undertaken when a project is terminated or as well in
routine operation. Different people may do evaluation like:

 Project management will be continuously evaluating its experience as implementation

proceeds.
 The sponsoring agency, the operating ministry, the planning agency or an external
assistance agency may undertake evaluation.
 In large and innovative projects, the project’s administrative structure may provide a
separate evaluation until responsible for monitoring the projects implementation and for
bringing problems to the attention of the project’s management.

Evaluation can help not only in the management of the project after the initial phase but also in
the planning of the future projects.

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 2. The UNIDO model:
The United Nations Industrial Development organization (UNIDO) is the most devoted
institution towards the development and the standardization of the concept, context and content
(CCC) of industrial project management system. According to the UNIDO approach documented
in the UNIDO manual, the project development cycle comprises three distinct phases, they are:

2.1. Pre- investment phase

2.2. Investment phase and

2.3. Operational phase

Each of these three phases is divided into several stages, some of which constitute important
consultancy, engineering and industrial activities as shown below:

1. Pre- investment phase

 Opportunity study( identification of project ideas)

 Pre-feasibility study (preliminary project formulation , selection of alternatives)
 Feasibility study (techno-economical project back ground, final project formulation
stage)
 Evaluation report ( decision making about project availability)

2. Investment phase

 Project design stage

 Construction stage
 Pre-production marketing stage
 Training
 Start-up stage

3. Operational phase

 Replacement of equipment
 Development, invasion or liquidation

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Before dealing with pre –investment phase, the various stages of the investment and operational
phases are considered since these impacts on the nature and scope of pre-investment studies. The
project investment or implementation phase for a large industrial business project will be
different as compared to that of a small non- industrial project.

Assuming that a projected industrial activity involves the construction of a factory and the
installation of machinery and equipment, the project investment phase could be divided in to the
following stages:

 Project engineering designs

 Negotiations and contracting
 Construction and training and
 Plant start up

An adequate importance should be given to the pre investment phase, because the success or
failure of an industrial project ultimately depends upon the marketing, technical, financial and
economic feasibility study findings and their interpretation. To reduce wastage of scarce
resources, a clear comprehension of the sequence of events is required when developing an
investment proposal from the conceptual stage by way of active promotional efforts to the
operational stage.

1. Pre-investment stage

It is a usual practice, project ideas must be elaborated in a more detailed study. However,
formulation of the detail techno-economic feasibility study, that enables a definite decision to be
made on the project, is a costly and time consuming task. Therefore, before assigning large funds
for such a study, a preliminary assessment of the project idea must be made in a pre-feasibility
study. This is just seeing that whether:

 All possible project alternatives are examined

 The project concept justifies the detail study
 All aspects are critical and need in-depth investigation
 The project idea is viable and attractive or not

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According to the UNIDO manual, the main stages of the pre-investment phase are as follows:

 Identification of investment opportunities (opportunity studies)

 Analysis of project alternatives and preliminary project selection
 Project preparation( pre-feasibility and feasibility studies ) and
 Project appraisal and investment decision (appraisal report)

These stages assist a potential investor in the decision making process and provide the base for
project decision and implementation.

a. opportunities studies

Identification of investment opportunities is the starting point in a series of investment related

activities when potential investors (private or public) are interested in obtaining information on
newly identified viable investment opportunities. The main instrument used to quantify the
parameters, information and data required to develop a project idea into a proposal is the
opportunity study. An opportunity study should identify investment opportunities or project ideas
by analyzing the following factors in detail:

 Natural resources with high potential for processing and manufacture:

 Existing agricultural pattern that serves as a basis for agro-based industries:
 The future demand for certain consumer goods or for newly developed goods:
 Imports in order to identify areas for import substitution:
 Cost and availability of production factors:
 Possible expansion of existing industrial capacity to attain economies of scale and
 Export possibilities.

b. Pre-feasibility studies

A Pre-feasibility study should be viewed as an intermediate stage between a project opportunity

study and a detailed feasibility study and the intensity with which project alternatives are
examined. The structure of a prefeasibility study should be the same as that of the detailed
feasibility study. These two studies basically compile the information on the justification of the
project. In a practical sense, the main components of the project feasibility report are:

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  Executive summary
 Project back ground and history
 Market and plant capacity
 Location and site
 Project engineering works
 Factory, administrative and sale overheads
 Man power
 Project implementation
 Financial analysis and
 Project risk analysis

C. feasibility studies

A feasibility study should provide all data necessary for making the investment decision.

The commercial, technical, financial, economic and environment prerequisites for an investment
project should therefore be defined and critically examined on the basis of alternative solutions
already reviewed in the pre-feasibility study. The results of these efforts strengthen a project
whose back ground conditions and aims have been clearly defined, in terms of its control
objective and possible marketing strategies, the possible market share that can be achieved, the
corresponding production capacities, the plant location existing raw materials, appropriate
technology and mechanical equipment and if required an environmental impact assessment.

The financial part of the study covers the scope of the investment, including the net working
capital, the production and marketing costs, sales revenue and the return on capital invested. The
final estimates on investment and production costs and its subsequent calculations of financial
and economic profitability are only meaningful if the scope of the project is defined in order not
to omit any essential part and its related cost. However, there is no uniform approach or pattern
to cover all industrial projects of whatever type, size or category. The emphasis on the
components varies from project to project. For most industrial projects, however, there is a broad
format of general application-bearing in mind the larger the project the more complex will be the
information required.

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d. Appraisal Report

When a feasibility study is completed, the various parties will carry out their own appraisal of
the investment project in accordance with their individual objectives and evaluation of expected
risks, costs and gain. Large investment and development finance institutions usually have
formalized project appraisal procedures and usually prepare an appraisal report. This is the
reason why project appraisal should be considered an independent stage of the pre-investment
phase, marked by the final investment and financing decisions taken by the project promoters.

The appraisal report will prove whether the pre-production expenditures spent since the initiation
of the project idea were well spent or not. Project appraisal, as carried out by financial
institutions concentrates on the health of the company to be financed, the returns to be obtained
by equity holders and the protection of its creditors. The techniques applied to appraise projects
in line with these criteria center around technical, commercial, market, managerial,
organizational, financial and if possible economic aspects of project.

2. Investment (implementation) phase

The investment or implementation phase of a project provides a wide scope for consultancy and
engineering work, first and foremost, in the field of project management. The investment phase
can be divided into the following stages:

 Technological acquisition and transfer

 Detailed engineering design and contract, including tendering, evaluation of bids and
negotiations
 Acquisition of land, construction work and installation
 Pre-production marketing, including the securing of suppliers and setting up the
administration of the firm
 Recruitment and training of personnel and
 Plant commissioning and start-up

Detailed engineering design comprises preparatory work for site preparation, the final selection
of construction planning and time scheduling of factory construction, as well as the preparation
of flow charts, scale drawing and a wide variety of layouts. During the stage of tendering and

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evaluation of bids, it is chiefly important to receive comprehensive tenders for goods and
services for the project from a sufficiently large number of national and international supplies of
proven efficiency and with good delivery capacity.

This stage covers the signing of contracts between the investor on the one hand, and the
financing institutions, consultants, architects and supplies of raw materials and required inputs on
the other.

The construction stage involves site preparation, construction of buildings and other civil works,
together with the erection and installation of equipment in accordance with proper programming
and scheduling. The personnel recruitment and training stage, which should proceed
simultaneously with the construction stage, may prove very crucial for the expected growth of
productivity and efficiency in plant operations. Plant commissioning and start up is usually a
brief, but technically critical span in project implementation.

3. Operational Phase

The problem of the operational phase needs to be considered from both short and long term
viewpoints. The short term view relates to the initial or commencement of production when a
number of problems may arise concerning such matters as the application of production
techniques, operation of equipment or inadequate labor productivity owing to lack of qualified
staff and labor. Most of the problems have their origin in the implementation phase. The long
term view relates to chosen strategies and the associated production and marketing costs as well
as sales revenues. These have a direct relationship with the productions made at the pre-
investment phase. If such strategies and projections prove faulty and remedial measures will not
only be difficult, but may prove highly expensive.

3. Integrated Project Planning and Management Cycle IPPMC-

Divides project life cycle into four phases (Goodman, 1988):

1. phase-1: consisting of planning, appraisal and design;

2. phase-2: consisting of selection, approval and activation

3. phase-3 Operation, control and handover and

4. phase-4 Evaluation and refinement

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4. The DEPSA Model
In Ethiopia, Development Project Studies Authority (DEPSA) made certain efforts and
developed a model for Project life cycle which is known as DEPSA’s Project life cycle. This life
cycle comprises three major phases. They are:

1. Pre-investment phase
2. Investment and
3. Operation

Each of these three phases may be divided into different stages.

The following is the summary of this classification of the project life cycle.

1. Pre- investment Phase

a. Identification Stage

b. Formulation Stage

 Pre-feasibility study
 Feasibility study

c. Appraisal

 Appraisal
 Decision

2. Investment Phase

 Implementation
 Tendering negotiation and contractual
 Detailed engineering design
 Construction, erection and commissioning

3. Operation Phase

 Operation
 Ex-post evaluation

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 1. Pre-investment phase

A. Project Identification

Projects identification amounts to finding projects, which could contribute toward achieving,
specified development objectives. Or the first stage in project cycle is to identify an idea, which
enables to launch a project. The question at this stage is where do project ideas come from?

Sources of project ideas

We can distinguish two level where projects ideas are born: the macro level and the micro level.

At the macro level project idea comes from:

 National, sectoral or regional plans and strategies supplemented by special studies often
called opportunity studies, conducted with the explicit aim of translating national and
sectoral programs into specific projects.
 Constraints in the development process due to shortage of essential infrastructure
facilities, problems in the balance of payments, etc
 A government's decision to correct social and regional inequalities or to satisfy basic
needs of the people through development projects.
 Unusual events such as drought, floods, earthquake, etc
 A possible external threat that necessitate projects aiming at achieving, for example, self-
sufficiency in basic materials, energy, transportation etc.
 Multi or bilateral agreement

At the micro level, project idea emanate from:

 The identification of unsatisfied demand or need

 The existence of unused or underutilized natural or human resources and the perception
of opportunities for their efficient use
 The initiative of private or public enterprise in response to incentives provided by the
government
 The necessity to complement or expand investment previously undertaken: and

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  The desire of local groups or organization to enhance their economic independence and
improve their welfare.

Once to some project ideas have been put forward, the first step is to select one or more of them
as potentially viable. This calls for a quick preliminary screening by experienced professional
who could also modify some of the proposal. Following the preliminary screening, promising
project options should be investigated in a systematic manner. This requires the preparation of
brief reports that clearly indicates in sufficient and details those project versions that are
promising and suggests those projects options that should be eliminated. Reports of this type are
often called pre-feasibility or pre investment studies.

A. Project Formulation

I. Content of the pre-feasibility study

The pre-feasibility study should briefly discuss

 The objectives of the project

 The nature and size of the demands for the output or the needs that it would satisfy,
together with the foreseen beneficiary groups
 The availability of the most important materials and human inputs
 Basic alternative technologies available and their merits and weakness
 Approximate investments and operation costs as hell as expected revenue
 Rough estimate of financial and economic return
 Any major factors that is likely to have an important effect on the project

II. Feasibility study

If the pre-feasibility study indicates that the project is, prima facie, promising and further work is
justified, the project enter the stage of preparation. The project is now being seriously considered
as a definite investment action and detailed planning of the idea can begin project preparation
(sometimes called project formulation) covers the establishment of technical, economic and
financial feasibility. Decisions have to be made on the scope of the project, location, and site etc.
Complete technical specifications of distinct proposals accompanied by full details of financial

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and economic costs and benefits are the outcomes of the project preparation stage. The project
now exists as set tangible proposals.

III. Project Appraisal

Project appraisal can be defined as second look at a project report by a person or an institution
that is in no way involved in its preparation. It helps in taking an entirely independent view of
the project. Appraisal is the comprehensive and systematic assessment of all aspects of the
proposed projects.

Appraisal highlights wide area in the project with the ultimate objective of strengthening them
adequately so as to ensure final success of the project. The main objective of the appraisal is to
improve and renovate the project with the cooperation of the promoter (financing agencies). It's
in this stage that the bank will judge whether the project is acceptable or unacceptable.

Appraisals should cover at least seven aspects of a project, each of which must have been given
special consideration during the project preparation phase:

Frequently these questions are the subjects of a specialized appraised report. On the basis of this
report, final decisions are made about whether to go ahead with the project or not. Following
appraisal, some projects may be discarded.

2. Investment phase

Project Implementation

In this stage, funds are actually disbursed to get the project set up and running. Translating
project plan into actual investment and operation is one of the most critical and difficult task. No
matter how sophisticated or detail the project preparation work, it has no value unless it is
transformed into action or implemented.

Implementation can be defined as a project stage which covers the actual development or
construction of the project up to the point at which it becomes fully operational. It includes
monitoring of all aspects of the work or activity as it proceeds. It's where the earlier preparations
and designs, plans and analysis are tested in the highlight of reality. The project's objectives are
realized only when it is successfully implemented.

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Implementation stages begins immediately after the final decision on the project and ends when
it starts rendering the benefit envisaged. While in earlier stages of project planning there was
more thinking and less action, in this stage more actions and less thinking is needed.

Project implementation, even though it may involve complex decisions, is essentially a logical
and systematic approach. Now a days planning the implementation stage of a project explicitly is
one of the activity in project preparation. The better and more realistic a project implementation
plan is, the more likely it is that the plan can be carried out effectively and the expected output or
benefit realized.

Project analysts generally divide the implementation phase into three different time periods.
These are:

1. The investment period: when the major project investments are undertaken.
2. The development period: when the project's production builds up.
3. The life of a project: when full development is reached.

3. Project Evaluation and operational phase

Once a project has been carried out, it is often useful (but not always done) to look back over
what took place, to compare actual progress with the plans, and to judge whether the decisions
and actions taken were reasonable and useful. This we call evaluation.

Evaluation can be defined as a systematic and periodical gathering, analyzing and interpreting of
inputs, information to see the effects and impacts of a development program/project in order it
may be adjusted where necessary.

This kind of analysis can help not only in the management of the project after the initial
construction phase, but will also help in the planning of future project. Experience with one
project can give rise to new ideas for extension of the project. Generally evaluation of a project
helps to determine whether the objectives sets were realistic, given the capacities with which and
the circumstances in which they had to be fulfilled, to assess the impact of the project activities.

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