Module 1 Flashcards
Project
“A temporary endeavor undertaken to create a unique product, service, or result” (PMD/PMI).
Projects deliver integrated outputs (deliverables), which then result in better outcomes (results) for communities and other stakeholders (such as donors).
Projects are time-bound and focus on a requirement to deliver specific benefits for communities in ways that are cost-effective and measurable.
Program
Programs are groups of related projects and activities that are managed in a coordinated way in order to achieve an impact that is greater than if they were managed individually. In other words, the whole (the benefit of the program) is greater than the sum of its parts (the projects, activities and tasks).
Development and humanitarian organizations often organize projects into programs to deliver outcomes that address a broad range of needs and achieve exponential benefits for the communities in which they work.
Portfolio
Multiple projects, programs, and activities can be organized into a portfolio. Having a portfolio helps to harmonize programs and projects so that they are aligned and can best meet overall strategies and goals. This involves prioritizing and balancing opportunities and risks against the supply and demand of resources in order to meet the overall objectives of an organization.
Because of their complexity and strategic focus, portfolios are typically managed by a Country Director or at a regional or global level by a high-level executive team.
Poor Analysis - What if the project team doesn’t fully understand what is needed?
Project teams must invest in a needs analysis to be clear what the end users want (and need) from the project.
Poor Design - What if the project design is flawed?
A project is only as good as the product it delivers. Even in cases where the project is completed on time and on budget, if the design of the project is poor, then the deliverables could be useless (or even worse, harmful).
Unrealistic Expectations - What if the user expectations are unrealistic?
While the needs of the end users are extremely important, the project team also needs to manage expectations and ensure that these expectations are aligned with project resources (time, budget, and other resources).
Inadequate Resources - What if project resources are unavailable?
Even when budgets are available, building a tree swing is seriously challenging if the team doesn’t have access to rope or wood.
Delays - What if the project encounters unexpected delays?
Project delays occur for many reasons, including the unavailability of resources, the inaccuracy of schedule estimates, and increases in scope due to unexpected work. A perfect plan for building a tree swing in summer may be useless if the project is delayed into winter.
Low Quality - What if the quality of the project products is poor?
Even projects that deliver what they promise, on time and within budget, can fail. This is especially true if the quality of the product is poor.
Tangible outputs and less-tangible outcomes
Development and humanitarian projects are responsible for delivering tangible outputs and also for delivering less-tangible outcomes related to promoting social change and/or behavioral change. Development projects are less likely to focus on delivering concrete products as the ultimate goal of the project and are often service oriented, intended to bring about improvements in the well-being of the project’s target populations.
Participatory approach
The project approach is often as important as the outcomes themselves (including a high priority placed on participation, rights-based approaches).
Commitment to knowledge transfer
Transferring knowledge and learning to the target population is a priority during each and every phase of the project.
Cost/Resources
The cost of a project is a key constraint. The project management must consider what money, materials, and effort are available to deliver the project product/services. What will be required to complete the comprehensive work of the project?
Scope/Quality
Scope is another important constraint on a project. The project manager must consider the full extent of the work required to deliver at the level of quality needed. What are the products/services that the project will produce and what is the work required to produce these deliverables?
Time/Schedule
Finally, the project manager must consider time as a constraint. What amount of time is required to complete the components of the project?
Art
The art of project management focuses on the people elements of a project. It requires skills that enable project managers to lead, empower, motivate, and communicate effectively. The person skilled in the art of project management can redirect and realign after changes, resolve conflicts, and communicate effectively.
Science
The ‘science’ of project management focuses on the technical, project management competencies of planning, estimating, measuring, and controlling of work. The person skilled in the science of project management can answer the who-does-what-when questions. They actively manage the technical components of the project, assessing activities to ensure they will meet targets and achieve outcomes.
4 Competencies of the Project Manager
PM Technical, Leadership/Interpersonal, Personal/Self management, Development Sector Specific
PM Technical
These are often referred to collectively as the ‘science’ behind project management. Can the project manager identify, select and employ the right tools and processes to ensure project management success?
Leadership/Interpersonal
Often referred to collectively as the ‘art’ of project management. For example, how does the project manager communicate, inspire, and resolve conflict?
Personal/Self-Management
The project manager’s ability to self-manage. For example, can the project manager effectively prioritize, manage time and organize work?
Development Sector Specific
The ability to apply the PM technical, leadership/interpersonal, and personal/self-management competencies in the context of development projects. For example, can the project manager identify, select and employ the right tools and processes that are unique and specific to the development sector?
The Five Phases of the PMD Phase Model
Project Identification and Definition, Project Setup, Project Planning, Project Implementation, Project Closure
Project Identification and Definition
This is the first phase of the life cycle. During this phase, the project team defines needs, explores opportunities, analyzes the project environment, and designs alternatives for defining the project. The decisions made during the Project Identification and Definition Phase set the strategic and operational framework within which the project will subsequently operate.
Project Setup
During Project Setup, the project is officially authorized. The overall parameters of the project are defined and communicated to the main project stakeholders. Also, the project team establishes the high-level project governance structure.
Project Planning
In the Project Planning phase, the team develops a comprehensive and detailed implementation plan and several supplementary plans (MEAL, supply chain, etc.) that provide a model for all the work of the project. These plans are based on documents developed in earlier phases of the project. They are revisited throughout the life of the project and updated to reflect the changing contexts of the project.
Project Implementation
The day-to-day work of project implementation is to lead and manage the application of the project implementation plan. It involves leading the team, dealing with issues, and creatively integrating the different elements of the project plan.
Project Closure
This phase includes implementing all closure activities that need to occur at the end of a project, including but not limited to confirming the deliverables with beneficiaries; collecting lessons learned; and completing the administrative, financial, and contractual closure activities.
Decision Gates
Decision gates are major control points used to accept the products of a particular phase, to conclude, and to move on to the next phase. These gates are points in the project where the project team considers whether to move the project forward as is, make changes based upon information available, or stop the project altogether.
At each decision gate, the team asks, Are we still doing the right project, and are we still doing it in the right way?
The Five Principles of Project Management
Well-Governed, Participatory, Comprehensive, Integrated, Adaptive
Well-Governed
The governance structure of a project provides a framework for management and decision-making, clearly articulating the roles, responsibilities, and tolerances (authority) of each level in management. Governance is introduced in the Identification and Definition phase and further detailed in Project Setup.
In a well-governed project, the project manager is clear on which decisions need to be made by whom and when. There is a system of support and feedback to enable a more productive project environment.
Participatory
Participation of stakeholders throughout the entire life of the project is important for ensuring project success. When stakeholders are actively involved, the ownership of the project increases.
The project manager is responsible for identifying to what extent each stakeholder should be involved in each phase and how that engagement will happen.
Comprehensive
A project manager must take into consideration how the project components fit together to bring about the outcomes—how they contribute to achieving the goal.
A comprehensive project puts the individual project pieces together to create a complete picture.
Integrated
Phases, tools, and processes in a project are not silos, they cannot efficiently function together unless they are integrated with one another. The project manager is responsible for developing a strategy in which each of the tools and processes builds upon the next.
The project manager must understand the environment and context in which the project operates and work within constraints to ensure all project elements are integrated.
Adaptive
Even the most well-defined and planned-for projects will experience challenges and issues; this is inevitable. The way in which the project manager responds to challenges, issues, and changes determines the overall success and impact the project will have.
Decision-making based on data and information should guide the project manager in adapting the project activities and components to the evolving environment.
