Donald Rukare

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Projects and Project Management

• Donald Rukare
• Human Rights Good Governance Program EU
• 4th September 2008
• Center for Human Rights
• University of Pretoria

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Todays Menu..

• Defintion of key concepts
• Project Selection
• Project Planning
• Execution of Project
• Project Closure

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What is a Project?

• An endeavour in which human, material and
  financial resources are organised in a novel way
  to undertake a unqiue scope of work, of given
  specification, with constraints of cost and time,
  so as to achieve benefical change defined by
  qualitative and quantitative objectives Turner
  J.R. 1993

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What is a Project?

• A Project is a planned set of action actitvities
  meant to achieve specific objectives using
  allocated scared resources. These activities are
  to be performed within a specified period of time
  Leister 1993
• A temporary endeavour undertaken to create a
  unique product or service Project Mangment
  Institute 2000

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What is a Project?

• A project is a process aimed at achieving
  specified objectives. The term project refers to
  a process and not the end product or result
• A process can be defined as a series of actions
  or operations directed toward particular result.
  For example, a completed human rights commisssion
  office block is not the project but is the
  product of the project
• The product of the process usually has a life
  well beyond the process Eg adopting a human
  rights culture, attitudinal change

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Project Attributes

• A project is underpinned by a number of
  charateristics or attributes which include,
• Unique - that is it is a once off discrete
  undertaking and normally not repeated in the same
  way.
• Finite- that is it time bound, has a start and
  end point. It is also finite in content that is
  activities, objectives and organisations
• Multiple resources- each project has a mix of
  skills, technologies and resources human and non
  human which are brought together for a specific
  objective
• It requires team work which usually cuts acrosss
  conventional lines of authority and
  organisational structures

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Project Attributes

• Dynamic enviroment as compared to conventional
  enterprises
• Distinctive and unique style, start out slow,
  progressively build up to peak and final closure.
  Some get integrated into mainstream
• Discrete end objectives- objectives to be
  achieves in a specified time, cost and quality.
• Change- project intends to create change
• Progressive elaboration of specifications,
  project response to a problem.

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Budget Support

• Budget support in essence means that assistance
  is given to the whole budget and not to specific
  activities or projects
• Budget support is becoming more the modality of
  choice due to the disadvantages of projects such
  as (1) sustainability (2) exit nightmare (3) lack
  of integration (4) high transactions costs

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Basket Funding

• The use of basket funds in which funds are
  commonly pulled by various development partners
  under the lead of one is now an emerging funding
  and coordination feature especially with NGOs
  and National Human Rights Institutions

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Project Management Cycle (PMC)

• PMC is the framework around which
  project management activities are structured

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Project Selection/ Initation

• Project Initiation Phase is the 1st phase in the
  Project Management Life Cycle, as it involves
  starting up /selecting up a new project. You can
  start a new project by defining its objectives,
  scope, purpose and deliverables to be produced.
• Youll also hire your project team, setup the
  project office and review the project, to gain
  approval to begin the next phase.  

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Project Selection/ Initatitation

• It will help you identify the, beneficiaries,
  detailed benefits and costs of your solution,
  giving your donor confidence that the solution
  recommended is the most viable solution
  available. This will help you to gain approval of
  the business case and secure the funding you
  need, to get started.

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Project Initiation Phase Six Steps

• 1.Develop a Proposal/ funding case
• It will help you identify the detailed
  benefits and costs of your solution, giving your
  donor confidence that the solution recommended is
  the most viable solution available. This will
  help you to gain approval of the proposal and
  secure the funding you need, to get started.
• Research the problem or opportunity
• Identify the alternative solutions available
• Quantify the benefits and costs of each solution
• Recommend a preferred solution to your donor
• Identify any risks and issues with implementation
  
• Present the solution for funding approval

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Project Initiation Phase Six Steps

• 2. Undertake a Feasibility/baseline/problem
  analysis Study
• .
• Research the problem or opportunity
• Document the requirements for a solution
• Identify all of the alternative solutions
  available
• Review each solution to determine its feasibility
  
• List any risks and issues with each solution
• Choose a preferred solution for implementation
• Document the results in a feasibility report

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Project Initiation Phase

• 3. Establish the Project Document/ Charter
• Writing the Project Document/ Charter is
  typically one of the most challenging steps in
  the Project Life Cycle, as it defines the
  parameters within which the project must be
  delivered.  Its sets out the project vision,
  objectives, scope and implementation, thereby
  giving the team clear boundaries within which the
  project must be delivered.
• Identify the project vision and objectives
• Define the complete scope of the project
• List all of the critical project deliverables
• State the beneficiaries and project stakeholders
• List the key roles and their responsibilities
• Create an organizational structure for the
  project
• Document the overall implementation plan
• Some use a log frame matrix ( 4 column by 4 row
  matrix) project summary, goal, purpose, outputs,
  verifiable indicators, means of verification,
  assumptions and risks
• List any risks, issues and assumptions

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Project Initiation Phase

• 4. Appoint the Project Team
• Completing a Job Description is actually a
  time consuming and challenging task, as it
  defines the targets for a role. It also defines
  how those targets are going to be measured and
  how the performance of the role will be assessed.
  This template will help you to create Job
  Descriptions for your organization, faster than
  ever before.
• Define the real purpose of the role
• List the key responsibilities of the role
  balance additional roles
• Define who this role will be reporting to create
  a detailed organizational chart
• List the skills and experience needed
• Define any relevant qualifications
• Set out the key performance criteria
• Identify the salary and working conditions

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Project Initiation Phase

• 5. Set up the Project Office
• Establishing a Project Management Office is a
  challenging task. You need to put in place the
  right PMO tools to support projects adequately
  and ensure project buy-in.
• Identify the right location for your PMO team
• Ensure that you have the correct infrastructure
• Procure the right PMO equipment and tools
• Define the PMO roles and responsibilities
• Put in place suitable standards and processes
• Implement relevant project management templates
• Offer Project Management Office services to
  projects.

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Project Initiation Phase

• 6. Perform a Phase Review
• First, a Project Review is conducted to
  measure the deliverables produced by the project,
  then the results of the review are documented on
  this Phase Review Form which is presented to the
  donor for approval.  Phase reviews are
  conducted at the end of the Initiation, Planning
  and Execution phases within a project. This form
  helps you to complete a phase review for the
  Project Initiation phase within the Project Life
  Cycle.
• Project is currently delivering to schedule
• Budget allocated was sufficient at this point
• Deliverables have been produced and approved
• Risks have been controlled and mitigated Issues
  were identified and resolved
• Changes were properly managed Project is on track

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Project Selection

• Each donor has its selection procedures
• - Call for proposals ( CFP), guidelines,
  budget ceilings, themes of support etc
• - In house selection by donor
• - Direct approach by donor or applicant
• What drives inititation of a project need or
  money (dutch disease)?

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Project Planning

• The Project Planning Phase is the second phase in
  the project life cycle. It involves creating of a
  set of plans to help guide your team through the
  execution and closure phases of the project.
   The plans created during this phase will help
  you to manage time, cost, quality, change, risk
  and issues. They will also help you manage staff
  and external suppliers, to ensure that you
  deliver the project on time and within schedule.
   There are 10 Project Planning steps you need
  to take to complete the Project Planning Phase
  efficiently.  

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Project Planning

• 1. Create a Project Plan
• The Project Plan is the most important
  document in the project, as it provides the
  Project Manager with a roadmap ahead, and it
  tells them during the journey whether they are
  on-track.
• Identify all of the phases, activities and tasks
• Sum up the effort needed to complete those tasks
• Document all of the project inter-dependencies
• List the planning assumptions and constraints
• Create a detailed project planning schedule
• Define the project scope milestones
• Identify the work breakdown structure
• Set and agree the target delivery dates
• Monitor and control the allocation of resource
• Report on the progress of the project, to the
  donor

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Project Planning

• 2. Create a Resource Plan
• The 3 types of resources you will need are
  labor, equipment and materials. Identify the
  quantity of labor, equipment and materials needed
  to deliver your project
• Types of labor required for the project roles and
  key responsibilities for each labor type
• Number of people required to fill each role
• Items of equipment to be used and their purposes
• Types and quantities of equipment needed
• Total amount of materials needed
• Plan the dates for using or consuming these
  resources
• Identify the amount of resource required per
  project activity
• Create a detailed resource utilization schedule 

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Project Planning

• 3. Create a Financial Plan
• Financial Plans enable you to set a "budget",
  against which you measure your expenditure. To
  deliver you project "within budget", you need to
  produce the project deliverables at a total cost
  which does not exceed that stated in the budget
• Types of labour costs to be incurred during the
  project
• Items of equipment needed to deliver the project
• Various materials needed by the project
• Unit costs for labor, equipment and materials
• Other costs types such as administration
• Amount of contingency needed

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Project Planning

• Finance Plan assits in preparing the budget by
• -Calculating the total cost involved in
  completing the project
• - Identifying the total cost of each project
  activity
• Creating a schedule of expenses
• Creating a project budget is an extremely
  important part in any project, as it gives you a
  goal post for delivering the project.

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Project Planning.

• 4. Create a Quality Plan
• It will help you to set quality targets for
  your project to ensure that the deliverables
  produced, meet the needs of your beneficiaries.
• It enables you to agree a set of quality
  targets with your beneficiaries . It then helps
  you to monitor and control the level of quality
  produced by the project, to ensure that you meet
  the quality targets set
• Identifying the customers requirements
• Listing the project deliverables to be produced
• Setting quality criteria for these deliverables
• Defining quality standards for the deliverables
• Gaining your beneficiaries agreement with the
  targets set 

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Project Planning

• 5. Create a Risk Plan
• Define Risk Management, as it applies to your
  project
• Identify the categories of risk which are
  relevant
• List all of the types of risks which may occur
• Determine the likelihood of the risks occurring
• Calculate the impact on the project if risk does
  occur
• Rank the risks identified in order or priority
• Identify actions to take to prevent risk from
  occurring
• List contingency actions to take, in the event
  that risk does occur
• Create a risk schedule, which allocates
  timeframes to your risk actions
• Implement a process to monitor and control risks
  throughout the project

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Project Planning

• 6. Create a Acceptance Plan
• Gaining beneficiaries acceptance through
  acceptance test planning is an important part of
  any project, as it allows the customer to accept
  the deliverables you have produced for them.
• Identifying the acceptance milestones in your
  project plan
• Creating a full list of all project deliverables
• Listing the criteria for gaining beneficiaries
  acceptance
• Putting in place, acceptance standards to be
  met 

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Project Planning

• 7. Create a Procurement Plan
• Defining your procurement requirements
• Listing all of the goods and services to be
  procured
• Creating a sound financial justification for
  procuring them
• Researching the market to identify available
  products to procure
• Confirming the current market value of each
  product required
• List all of the tasks involved in procuring your
  products
• Schedule those tasks by allocating timeframes and
  resources
• Create a robust procurement management process
  for your project

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Project Planning

• 8. Create a Communications Plan
• Communication Plan will help to communicate the
  right information, to the right people, at the
  right time.  It will also help you create a
  schedule of communications events to ensure that
  your stakeholders are always kept properly
  informed, ensuring their continued buy-in and
  support.
• Listing your communications stakeholders
• Defining each stakeholders communication needs
• Identifying the required communications events
• Determining the method and frequency of each
  event
• Allocating resource to communications events
• Building a communication event schedule

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Project Planning

• 9. Contract the Suppliers
• Tender Management Process be clear on what
  regulations apply from the onset
• State of Work
• -Defining the type of supplier that you wish
  to purchase from
• - Listing and describing the materials and
  equipment you need
• - Specifying the deliverables to be provided
  by the supplier
• - Stating your terms and conditions for
  payment

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Project Planning

• Request for Information
• - Defining your procurement management process
  
• - Telling suppliers how to register an
  interest in working with you
• -Specifying the rules and timeframes for
  engaging with suppliers
• - Listing all of the information you need
  from suppliers, to select a supplier shortlist.
• - This may information include the suppliers
  company background, customers, products, services
  and pricing information

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Project Planning

• Request for proposals
• - Tell suppliers about your procurement process
  - Explain the purpose of the RFP document to
  suppliers
• - Inform suppliers of the infomration that you
  need from them
• - Make your preferred supplier decision

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Project Planning

• Tender Register
• The Tender Register tracks the current status
  of each Tender Form within your project or
  organization. For example, it records the  
• Types of Tender Forms released
• Release date and release details
• Status such as Approved, Released, Distributed
• Outcome of the release of the Tender Forms
• Develop a monitoring and evaluation system ( ME)

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Project Planning

• 10. Phase Review
• Project is currently delivering to schedule
• Budget allocated was sufficient at this point
• Deliverables have been produced and approved
• Risks have been controlled and mitigated Issues
  were identified and resolved
• Changes were properly managed
• Project is on track
• Document the results of your Project
• Reviews Clearly communicate the progress of your
  project to your donor
• List any risks or issues which have impacted the
  project
• Show donor the deliverables produced to date
• Seek approval to proceed to the next phase 

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Project Execution

• The third phase in the project life cycle. In
  this phase, you will build the physical project
  deliverables and present them to your
  beneficiaries for sign off.
• The Project Execution Phase is usually the
  longest phase in the project life cycle and it
  typically consumes the most energy and the most
  resources.
• To enable you to monitor and control the project
  during this phase, you will need to implement a
  range of management processes.
• These processes help you to manage time, cost,
  quality, change, risks and issues.
• They also help you to manage procurement,
  beneficaries acceptance and communications.  

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Project Execution

• 1. Time Managment
• Put in place a process for recording time within
  projects
• Use Timesheets to monitor the time spent by staff
  Control time spent by implementing
• Timesheet approvals
• Monitor project progress by using a Timesheet
  Register
• Identify and resolve time management issues Keep
  your Project Plan up-to-date at all times

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Project Execution

• 2. Cost Management
• To deliver your project "within budget", it's
  essential that you put in place an efficient
  process for managing project costs. This project
  cost management process will help you to do this.
•  Identify each of the costs within your project
• Ensure that expenses are approved before
  purchasing
• Keep a central record of all costs incurred
• Control the overall cost of your project

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Project Execution

• 3. Quality Management
• Quality Management is typically defined as the
  ability of your team to produce deliverables
  which meet the needs of your beneficiaries
• Set Quality Targets to be met by your team
• Say how those quality targets will be measured
• Take the actions required to accurately measure
  quality
• Identify quality issues and quality improvement
  actions
• Report on the overall level of quality achieved
• Quality Management is a critical process within
  any project, as it helps you to ensure that the
  deliverables produced, actually meet the
  requirements of your beneficaries.

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Project Execution

• 4.Change Management
• Change Management is a core Project Management
  function, and it is critical to achieving
  success. This is because change usually affects
  your ability to deliver your project within
  scope, therefore increasing your costs and
  delivery timeframes.
• Identify the requirements for change within your
  project
• Put in place a process for submitting Change
  Requests
• Determine the feasibility of changes requested
• Formally approve each change before they occur
• Schedule change to happen, when you want it to
  happen
• Review the impact of each change on your project

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Project Execution

• 5. Risk Management
• All businesses and projects are subject to
  constant risk. The key to success lies in how you
  manage risks, by putting in place a clear Risk
  Management Process.
• Identify critical and non-critical risks
• Document each risk in depth by completing
• Risk Forms Log all risks and notify management of
  their severity
• Take action to reduce the likelihood of risks
  occurring
• Reduce the impact on your business, should risk
  eventuate 

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Project Execution

• 6. Procurement Management
• Procuring goods and services from external
  suppliers can be a critical path activity for
  many projects. Often, the performance of the
  supplier will reflect on the performance of the
  overall project team. It's therefore crucial that
  you manage your suppliers performance carefully,
  to ensure that they produce deliverables which
  meet your expectations
• Identify the goods and services that you wish to
  procure
• Complete Purchase Orders and issue them to
  suppliers
• Agree on delivery timeframes and methods
• Receive goods and services from suppliers
• Review and accept the items procured
• Approve supplier payments

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Project Execution

• 7. Acceptance Management
• Although delivering your project on time and
  within budget is important, it is critical that
  the deliverables produced, actually meet the
  needs of your customer
• Determine when your deliverables are complete and
  ready for acceptance
• Involve your user and project team in user
  acceptance tests
• Schedule and complete user acceptance testing
  activities
• Use acceptance forms to document the results
• Request your customers acceptance decision
• Communicate the acceptance testing results

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Project Execution

• 8.Communications Management
• Keeping your project stakeholders properly
  informed is a key activity within any project.
  Whether it's through project status reports,
  regular project meetings or informal email, you
  can ensure that the right messages are
  distributed about the progress of your project.
  This will help your project team and external
  stakeholders to remain focused on delivery and to
  provide you with all of the support you need to
  deliver your project successfully.
• Identify the messages that need to be sent
• Determine your target audience for communication
• Decide on your message format and timing
• Draft your message and gain approval where
  required
• Communicate your message, through communications
  events
• Gather feedback and improve your communication
  processes

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Project Execution

• 9. ME
• Under take ME
• Can be internal or external

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Project Execution

• 10. Phase Review
•  Project is currently delivering to schedule
• Budget allocated was sufficient at this point
• Deliverables have been produced and approved
• Risks have been controlled and mitigated Issues
  were identified and resolved
• Changes were properly managed Project is on track

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Closure

• The Project Closure Phase is the fourth and last
  phase in the project life cycle. In this phase,
  you will formally close your project and then
  report its overall level of success to your
  donor.
• Project Closure involves handing over the
  deliverables to your customer, passing the
  documentation to the business, cancelling
  supplier contracts, releasing staff and
  equipment, and informing stakeholders of the
  closure of the project.
• After the project has been closed, a Post
  Implementation Review is completed to determine
  the projects success and identify the lessons
  learned.  

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Closure

• Closure Report
• -Identifying the project completion criteria
• - Listing any outstanding activities or
  deliverables
• - Creating a plan for passing deliverables to
  your beneficaries
• - Planning the handover of project documentation
• - Ceasing supplier contracts and agreements
• - Releasing projects resources to the business
• - Communicating the closure of the project

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Closure

• Review Project Completion
• Measuring the benefits and objectives
• Deciding whether the project was within scope
• Assessing the final deliverables produced
• Reviewing the project against schedule
• Comparing the expenditure against budget
• Stating the final outcome of the project

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Closure

• The first step taken when closing a project is to
  create a Project Closure Report. It is extremely
  important that you list every activity required
  to close the project within this Project Closure
  report, to ensure that project closure is
  completed smoothly and efficiently. Once the
  report has been approved by your sponsor, the
  closure activities stated in the report are
  actioned.  Between one and three months after
  the project has been closed and the business has
  begun to experience the benefits provided by the
  project, you need to complete a Post
  Implementation Review. This review allows the
  business to identify the level of success of the
  project and list any lessons learned for future
  projects.

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Human Rights Based Approach to PMC

• A human rights-based approach bringing human
  rights standards and values to the core of
  everything we do offers the best prospect of
  leveraging our influence to empower people to
  advance their own claims, to prevent
  discrimination and marginalisation, and to bridge
  the accountability deficits that have chronically
  crippled development progress. Under a
  rights-based approach, participation in
  development is a matter of right rather than
  charity. Essential to the very definition of
  human rights is the existence of claims and
  corresponding obligations at various levels of
  government and society. In each situation we
  confront, a rights-based approach requires us to
  ask
• What is the content of the right?
• Who are the human rights claim-holders?
• Who are the corresponding duty-bearers?
• Are claim-holders and duty-bearers able to claim
  their rights and fulfil their responsibilities?
• If not, how can we help them to do so?
• This is the heart of a human rights-based
  approach.
• Opening Statement of the High Commissioner for
  Human Rights, to the Second Inter-Agency
  Workshop, Implementing a Human Rights-based
  Approach in the Context of UN reform, 5-7 May
  200, Stamford, NY, U.S.A.

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HRBA and PMC

• At each stage apply the five Principles of Human
  Rights Based Development
• 1. International Legal framework
• 2. Participation
• 3. Empowerment
• 4. Prioritise vulnerable groups address
  discrimination
• 5. Accountability
•  
• At country or community level, adapt this to form
  your own checklist in collaboration with
  partners and stakeholders.

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Conclusion

• PMC is informed by 4 stages (1) project
  initation/selection (2) project planning (3)
  project execution and (4) project closure. It is
  vital that the beneficaries are included from
  the onset especially in the project initation and
  planning. Very often projects tend to be top
  bottom and end up be irrelevant to the needs of
  the benefiacires.
• HRBA approach to PMC is one way of ensuring that
  the beneficary at the the heart of the project