Course : Project Management

Lecturer : A Mailosi
Email : [email protected]
Cell 0999267186 /0888485872)
Course hours :
What is Project Management?
Project : A group of milestones or
phases, activities or tasks that support
an effort to accomplish something
- A collection of linked activities, carried
out in an organized manner, with a
clearly defined START POINT and END
POINT to achieve some specific results
desired to satisfy the needs of the organi-
zation at the current time
• Management : is the process of Planning, Organizing,
Controlling and Measuring
Project Management

• A dynamic process that utilizes the appro-

priate resources of the organization in a
controlled and structured manner, to
achieve some clearly defined objectives
identified as needs.
• It is always conducted within a defined set
of constraints
 Types and examples of projects
1. ‘Hardware’. Eg Constructions/infrastructures such as
school blocks, roads and bridges, health centres, etc
2. ‘Software’. Eg, Primary School Life Skills Training; Ca-
pacity Building for Research and Training in Food Security
etc.
3. ‘Social’. Eg Food Distribution project for orphans;
maize mill projects for orphans; Early Childhood Devel-
opment Centre (ECDC) etc.
4. ‘Commercial’. These are business investments such
as Maize Mill Projects.
Major elements of a project design
1. Project goal.
• A project goal is a general statement of what
should be done to solve a problem. It defines
broadly, what is expected out of a project.
2. Project objectives.
• Project objectives are finite sub-sets of a goal and
should be specific, in order to be achievable.
• A project objective is much simpler and more spe-
cific than a goal.
• Objectives contribute to the project goal.
• The goal may be ‘to promote food security’
Major elements of a project de-
sign
Characteristics of objectives
Specific: be clear about what, where, when, and how the
situation will be changed.
Measurable: be able to quantify the targets and benefits.
Achievable: able to attain the objectives by knowing the re-
sources and capacities at the disposal of the project imple-
menters.
Realistic: be able to obtain the level of change reflected in
the objective.
Time bound: be able to define the time period in which they
will each be accomplished.
 Major elements of a project de-
sign
3. Project strategies
•Project strategies represent alternatives or approaches
available to achieve the objectives.
•The project strategy may include approaches to be used,
including defining the special needs of different groups or
individuals and specific interventions to assist them.
•Project strategies represent practical answers to the
questions like "How do we get there?" Or “How do we
achieve the project objectives and goal?”
 Major elements of a project de-
sign
4 Project activities
•Project activities are specific tasks undertaken in the im-
plementation of the project.
•Tries to answer:
•What needs to be actually done to achieve the Outputs?
This is a summary showing what needs to be done to ac-
complish each Output.

5. Project inputs
•Project inputs include staff, skills or factors of production
that will give results (outputs)
 Major elements of a project de-
sign
6. Project output
•Project outputs represent results of using inputs. They are
specific products and services from the activities and inputs. It
tries to answer:
•What will be the measurable end results of the planned activi-
ties?
•What products or services will the project be directly respon-
sible for, given the necessary resources?

7. Project outcomes
•These are actual or intended changes in development condi-
tions that the project seeks to support.
 Major elements of a project design

8. Project impacts.
•Project impacts are defined as the expected effects of a project on
target population.
•They can also be classified into intended or unintended depending on
whether or not they were planned or expected.
•They can also be classified into positive or negative impacts depend-
ing on whether or not they make the beneficiaries better off or worse
off with the project.
Project Impacts tries to answer the following ques-
tions:

•To what national or sector level priorities are we

contributing?
•What long-term benefits on the lives of the poor will
happen partly as a result of the project?
•Several interventions may share a common Goal
 Major elements of a project de-
sign
9. Project implementation plan
•A project implementation plan describes the necessary
activities in stages and the timelines for implementing
them.
•The implementation plan serves as a guide to project im-
plementation and as a basis for project monitoring and
evaluation.
 Major elements of a project de-
sign
10. Project monitoring and evaluation framework.
•A project monitoring and evaluation framework describes
how the success or failure of the project will be measured.
•The framework describes what would be monitored (indi-
cators), how it will be monitored and who/when it will be
monitored.
•Many projects have Logical framework of analysis
(Logframe) that presents a very good summary of the
monitoring and evaluation framework.
 Major elements of a project de-
sign
11.Project budget.

• A project budget is a summary of how much it will

cost to implement the project. The budget may also
present
• The breakdown of development costs and
recurrent/operational costs.
• The breakdown of donor and local contribution.
• The sources of the project funds.
Other elements of project design

• Project coverage
• Beneficiaries
• Beneficiary selection
• Roles and responsibilities
• Institutional partnership
• Project sustainability
Importance of stakeholder analysis in project
design
Doing a stakeholder analysis can help us to:
1. identify who we believe should be encouraged and helped to par-
ticipate
2. identify winners and losers, those with rights, interests, resources,
skills and abilities to take part or influence the course of a project
3. improve the project sensitivity to perceived needs of those af-
fected
4. reduce or hopefully remove negative impacts on vulnerable and
disadvantaged groups
5. enable useful alliances which can be built upon
6. identify and reduce risks; for example identifying areas of possible
conflicts of interest and expectation between stakeholders so that
real conflict is avoided before it happens
7. disaggregate groups with divergent interests.
Common approaches to Project Design
• Different agencies use different approaches

• Most commonly used methods include:

• The logical framework analysis (LFA)
• The objective oriented project planning (ZOPP in Ger-
man, a close derivative of LFA)
• Logic models
• Results Based Management (RBM) or managing for re-
sults.

• Some are product or activity driven, some are

change or results driven
11/06/2023 19
 The project cycle
Programming

Evaluation Identification

Financ-
ing deci-
sion
Implementation Formulation

Financing
decision
11/06/2023 20
 The Six Stages of the Project Cycle
• Stage 1 Programme
• Programme
• Developing the Programme Strategy

• Stage 2 Identification
• Understand problems, causes and effects.
• Find out who is involved, in what way, and what
their capacities are (Stakeholders)
• Gather information and examine the context.
• Problems and Objectives Assessment
• Quality Assurance Check – Relevance
11/06/2023 21
 The Six Stages of the Project Cycle
• Stage 3 Formulation
• Set aim and objectives,
• Develop a plan/ budget/proposal.
• Preparing the Logical Framework
• Objectives Column
• Assumptions Column
• Check the Design Logic
• Indicators Column
• Evidence Column
• Decide on activities,

11/06/2023 22
Stage 3 Formulation

• Check the Logical Framework

• Quality Assurance Check – Feasibility
• Mainstreaming Framework
• Considering the Evaluation
• Project Proposal
• Activity Plan
• Budget Plan Guide
• Ratio Analysis
• Quality Assurance Check – Sustainability

11/06/2023 23
The Six Stages of the Project Cycle

•Stage 4 Appraisals and Commitment

• Critically assess all aspects of the project.
•Project Eligibility
•Project Relevance
•Project Feasibility
•Sustainability of Project Benefits

11/06/2023 24
The Six Stages of the Project Cycle

•Stage 5 Implementation
• Developing a Terms of Reference
• Inception Review
• Establish and Carry Out Project Monitoring

•Stage 6 Evaluation
• Preparing the Evaluation
• Lessons Learnt to Inform Strategy
• Reporting on the Evaluation
11/06/2023 25
 Project success factors
• Stakeholder involvement
• Executive management support
• Clear statement of requirements
• Proper planning
• Realistic expectations
• Smaller project milestones
• Competent staff
• Ownership
• Clear vision and objectives
• Hard working and focused staff

11/06/2023 26
Another Example of Programme/project cy-
cle
THE ART OF BRAINSTORM-
ING IN PROJECT IDENTIFI-
CATION
Thinking Tools for Project cycle
Sequence of Activities in project identifica-
tion
• Clarify the main area of concern

• Undertake stakeholder analysis

• Conduct a Problem and Objective Assessment

• Determine acceptable strategy options

• Appraise the strategy options

• List relevant existing initiatives/projects 30

 Identification phase

Purpose:

- Identify project ideas that are con-

sistent with local, national and inter-
national development priorities

- Assess the relevance and likely fea-

sibility of these ideas

Monday, November 6, 2023 31

 Identification phase
Background documents:

- Policy/programme frameworks:
• Country Strategy Paper (CSP)
• National Indicative Programme (NIP)
• Specific protocols

- Other relevant priorities:

• National sector priorities (National HIV/
AIDS Strategy)
• Poverty Reduction Strategy Paper (PRSP)
• Sustainable Development Goals (SDG)
Monday, November 6, 2023 32
 Identification phase
Assessments to ensure relevance and feasibil-
ity:

- Stakeholder analysis

- Problem analysis

- Assessment of ongoing/planned initiatives and

lessons learnt

- Preliminary objectives and strategy analysis 33

 Identification phase

Tools useful during this process:

- Logical Framework Approach (LFA process)

- Promoting participatory approaches and facilitation

skills

Monday, November 6, 2023 34

 Logical Framework Approach

The Logical Framework Approach is an analytical tool

for objectives-oriented project planning and man-
agement.

The key words are:

• Objectives oriented
• Target group oriented - Participatory

Monday, November 6, 2023 35

 Logical Framework Approach
Using LFA helps:

• clarify the purpose of and the justification for a project

• identify information requirements
• clearly define the key elements of a project
• analyze the project's setting at an early stage
• facilitate communication between all parties involved
• identify how the success or failure of the project should
be measured

Monday, November 6, 2023 36

 Two stages of logical framework
Analysis
Stakeholder analysis
Problem analysis
Objective analysis
Alternative/strategy analysis

Planning/design
Logframe matrix is prepared
Activities and resource requirements and budget

Monday, November 6, 2023 37

 Stakeholders Analysis
• Groups of people, individuals, institutions, enterprises
or government bodies that may have a relationship
with a project

• Real needs of ‘beneficiaries’ cannot be achieved

without a full and accurate assessment of the existing
situation

• It is essential to know who the stakeholders are

• differences in the roles and responsibilities

Monday, November 6, 2023 38
Stakeholder Analysis
• As a general rule a stakeholder is:

“any person, group or organisation who can affect

and/or be affected by the process of the project”

Monday, November 6, 2023 39

STAKEHOLDER ANALYSIS

Preparatory analysis
• Objectives, priorities for call for proposal

• Country Strategy Paper and National Indica-

tive Paper

• Government development policy documents

Monday, November 6, 2023 40

STAKEHOLDER ANALYSIS
Stakeholder analysis: Purpose
• Any individuals, groups, institutions or firms
that may have a significant interest in (the
success or failure of) the project are defined
as “stakeholders”

• Different concerns, capacities and interests

need to be understood and recognized in the
process of problem and objective identifica-
tion and strategy selection
Monday, November 6, 2023 41
STAKEHOLDER ANALYSIS

Key questions:

• Whose problems or opportunities

are we analysing?

• Who will benefit or lose-out from

the project? And how?

Monday, November 6, 2023 42

STAKEHOLDER ANALYSIS

Ultimate aim:
• To maximize the social, economic and
institutional benefits of the project to
the target groups and final beneficiaries,
and minimise the negative impacts.

Monday, November 6, 2023 43

STAKEHOLDER ANALYSIS
Description of situation:

• A river runs through a valley in Zambia. Many

families make a living from fishing in the river.

• Even more families depend on the river for wash-

ing clothes, drinking the water and eating fish
from it.

• A large scale industry is placed by the river with

a poor environmental record.

• Problem: It seems that the water in the river is

not as clean as it used to be. 44
 STAKEHOLDER ANALYSIS
• Write down all stakeholders affected by the problem and
give their basic characteristics

• Describe the interests of each stakeholder and how they

are affected by the problem(s)

• Describe their capacity and motivation to bring about

change

• Describe possible actions to address stakeholder interests

Monday, November 6, 2023 45

STAKEHOLDER ANALYSIS

Example: Stakeholder analysis matrix

Most situations: The stakeholder picture is
more complex

- Categorize them
- Select the most important groups
- Make a more detailed analysis of their prob-
lems, interests, potential and linkages

 Whose interests and views should be

given priority when analysing the problems?
Monday, November 6, 2023 46
STAKEHOLDER ANALYSIS

 Whose interests and views should be given priority

when analysing the problems?

Monday, November 6, 2023 47

 A typical agenda for the stakeholder

•Initial discussion about the focal problem

•Map all relevant stakeholders

•Analyse their relationship to the problem

• Fill in the Stakeholder Record

Monday, November 6, 2023 48
 Stakeholder Mapping
• Primary Stakeholders

• Those whose interests lie at the heart of the

project, the ‘beneficiaries’

• Those who experience the problem that the project

is aiming to solve and are usually users of services.

• Also those who cause the problem, in which case

they must also be involved as part of the solution.
Monday, November 6, 2023 49
 Stakeholder Mapping
• Secondary Stakeholders

• those who need to be involved if the project is to

achieve its objectives, or who have a direct interest
in the project.
• statutory agencies (such as the Local Authority),
• voluntary groups,
• private sector organisations and potential co-funders.
• Where the primary support will come from and
usually where project partners can be identi-
fied.
Monday, November 6, 2023 50
Stakeholder Mapping

•Tertiary Stakeholders
•those who may not be too involved at
the beginning but may be important in
the long term.
• suppliers, customers, contractors,

• institutions, legislative and policy making bod-

ies, external consultants and trading partners.

Monday, November 6, 2023 51

Stakeholder Analysis

• After identification and categorisation,

• an analysis of how they might behave and be in-

volved should be undertaken.

Monday, November 6, 2023 52

 Stakeholder Analysis
• What are the stakeholders’ expectations of the project?

• What benefits is the stakeholder likely to receive?

• What resources will the stakeholder commit or not commit to

the project?

• What interests does the stakeholder have which may conflict

with the project?

• How does a stakeholder regard other categories of stakehold-

ers?

• What other things do stakeholders think the project should do

or not do?
Monday, November 6, 2023 53
Mapping Planning Actual
Hierarchy of Why are How are When are Monitor –
Stakeholders? they they in- they in- how were
involved volved? volved they in-
volved

Primary
Stakeholders

Secondary
Stakeholders

Tertiary
Stakeholders
Monday, November 6, 2023 54
 Stakeholder analysis matrix
Stakeholder Interests and Capacity and Possible actions
and basic how affected by motivation to to address
characteristics the problem(s) bring about
change
stakeholder in-
terests

Monday, November 6, 2023 55

PROBLEM ANALYSIS

•Problem analysis
• Problem analysis identifies the negative as-
pects of an existing situation and establishes
the cause and effect relationships between
the identified problems
• Creating a Problem Tree:
Use a participatory group exercise.
Use cards to write individual problem statements
which can then be sorted into cause and effect re-
lationships

Monday, November 6, 2023 56

Branches - effects

Trunk – core problem

Roots – causes
 PROBLEM TREES
• Problem Trees are used to help analyze a situation and
identify a core problem that you want to focus on.

• The tree has a trunk that represents the core problem,

roots that represent the causes of the problem, and
branches that represent the effects

• As a visual mapping tool, this is ideal for gathering in-

formation in a participatory way.

Monday, November 6, 2023 58

 PROBLEM TREES
• Using problem trees: … to help analyze a situation … to identify
a key issue to focus on … to clarify the causes of a problem to
allow stakeholders and the community to participate in setting
project objectives

• How?
• Ask the group to state a common problem facing the commu-
nity – this is the trunk of the tree (the core problem)

• Ask why this problem exists… get to the roots (the causes)

• Ask about how the problem impacts upon the community…

understand the branches (the effects) 59
PROBLEM ANALYSIS
Problem Tree
Step 1:
The aim of the first step is to openly brainstorm
problems which stakeholders consider to be a prior-
ity.
It can either be completely open
(no pre-conceived notions as to what stakeholder’s
priority concerns/problems might be),
or more directed, through specifying a ‘known’ high
order problem or objective (e.g. improved river wa-
ter quality) based on preliminary analysis of existing
information and initial stakeholder consultations.
Monday, November 6, 2023 60
PROBLEM ANALYSIS

Problem Tree
Step 2:
From the problems identified through the
brainstorming exercise, select an individual
starter problem.

Step 3:
Look for related problems to the starter
problem

Monday, November 6, 2023 61

PROBLEM ANALYSIS
Problem Tree
Step 4:
• Establish a hierarchy of cause and effects:

• Problems which are directly causing

the starter problem are put below

• Problems which are direct effects of

the starter problem are put above
Monday, November 6, 2023 62
PROBLEM ANALYSIS
Problem Tree
Step 5:
• All other problems are sorted in the same
way.

• The guiding question being ‘What causes that?’

• If there are two or more causes combining to pro-

duce an effect, place them at the same level in the
diagram.

Monday, November 6, 2023 63

PROBLEM ANALYSIS
Problem Tree
Step 6:
Connect the problems with cause-effect ar-
rows so that key links are clearly showed

Monday, November 6, 2023 64

PROBLEM ANALYSIS
Problem Tree
Step 7:
• Review the diagram and verify and complete it.
• Consider: ‘are there important problems that
have not been mentioned yet?’
• If so, specify the problems and include them in
the diagram.
Step 8:
Copy the diagram onto a sheet of paper

Monday, November 6, 2023 65

Problem Tree Analysis example
OBJECTIVES ANALYSIS

Objectives analysis
A method to describe
1. The situation in the future once identi-
fied problems have been remedied

2. Verify the hierarchy of objectives

3. Illustrate the means-ends relationships in

a diagram

Monday, November 6, 2023 67

OBJECTIVES ANALYSIS

Step 1:
Reformulate all elements in the problem tree
into positive desirable conditions

Monday, November 6, 2023 68

OBJECTIVES ANALYSIS
Step 2:
Review the resulting means-ends relation-
ships to assure validity and completeness of
the objective tree.

Step 3:
If necessary:
- Revise statements
- Delete unrealistic or unnecessary ob-
jectives
- Add new objectives where necessary
Monday, November 6, 2023 69
OBJECTIVES ANALYSIS
Step 4:
Draw connecting lines to indicate the
means-ends relationships

Monday, November 6, 2023 70

Example of objective analysis
STRATEGY ANALYSIS

Strategy analysis:

Purpose

To identify possible alternative options, as-

sess the feasibility of these and agree upon one
project strategy

Monday, November 6, 2023 72

STRATEGY ANALYSIS

Step 1:
Identify “means-ends” branches as possible
options or project components

Step 2:
Eliminate objectives which are obviously not
desirable or achievable

Monday, November 6, 2023 73

STRATEGY ANALYSIS

Step 3:
Eliminate objectives which are pursued by other
projects in the area

Step 4:
Discuss the implications for affected groups

Step 5:
Make an assessment of the feasibility of the dif-
ferent alternative options

Monday, November 6, 2023 74

STRATEGY ANALYSIS

Step 6:
Select one project strategy

Monday, November 6, 2023 75

 Strategy/option analysis

Guiding questions in option analysis

•Degree of fit with macro objectives (The bigger pic-
ture)
• What other stakeholders are doing?
•The experience and comparative advantage of your or-
ganisation and partners
• What are the expected benefits? To whom?
•What is the feasibility and probability of success?
•Risks and assumptions? Who is carrying the risk?
Guiding questions in option analysis cont’d

•Financial criteria – costs, cash flows, financial sustainabil-

ity?
•Social criteria – costs and benefits, gender issues, socio-
cultural constraints; who carries social costs?
•Environmental criteria – what are the environmental
costs and gains?
•Technical criteria – appropriateness, use of local re-
sources, market factors?
•Institutional criteria – capacity, capacity building, techni-
cal assistance?
•Economic criteria – economic returns, cost effectiveness?
Example of Option analysis