Why Project Planning ?

History of Project Management

Meaning of a Project
Types of Projects
Definition of a Project
Advantages of project based approach
What happens if the project consciousness is not there?
Planning & Project Planning
Project Plan
Characteristics of a project
Elements of a Project
Project Objectives
Project Plan components
What are the differences between projects and operations
(regular administration) ?
What is Project Management?
Definition of Project Management
Project Management Tools .. activities
What is a successful project?
Problem & Objective Analysis
Project Life Cycle Phases
Conception Phase
Definition Phase
Programming / organizing Phase
Implementation Phase
Termination Phase
Project Sustainability

Why Project Planning ?

One Of the most important administrative developments in the
developed as well as in developing countries has been the
initiation and growth of a large number of new
programs/projects in every field like agriculture, irrigation,
industry, community development, health & social welfare etc..
The principle aims and objectives of all these programs have
been to bring about overall changes in the existing socioeconomic structure in the country providing thereby dignified
way of life to a citizen as a unit and socio-economic upliftment
of the society.
So most of the administrators are directly concerned with the
program / project administration than other activities. The
capability of administrative system to formulate and implement,
relevant and in viable programs effectively constitutes a crucial
element in the process of development. Development requires
planning and planning includes a lot of programs / projects.

History of Project Management

As a discipline, Project Management developed from different fields of

application including construction, engineering, and defense. In the United
States, the forefather of project management is Henry Gantt, called the
father of planning and control techniques, who is famously known for his
use of the "Gantt" chart as a project management tool. He was associated
with Frederick Winslow Taylor's theories of scientific management and for
his study of the work and management of Navy ship building. His work is
the forerunner to many modern project management tools including the
work breakdown structure (WBS) and resource allocation.
The 1950s marked the beginning of the modern project management era.
Again, in the United States, prior to the 1950s, projects were managed on
an ad hoc basis using mostly Gantt Charts, and informal techniques and
tools. At that time, two mathematical project scheduling models were
developed: (1) the "Program Evaluation and Review Technique" or PERT,
developed by Booz-Allen & Hamilton as part of the United States Navy's
(in conjunction with the Lockheed Corporation) Polaris missile submarine
program; and (2) the "Critical Path Method" (CPM) developed in a joint
venture by both DuPont Corporation and Remington Rand Corporation for
managing plant maintenance projects. These mathematical techniques
quickly spread into many private enterprises.

Meaning of a Project
Origin
The word project comes from the Latin word projectum from
projicere, "to throw something forwards" which in turn comes
from pro-, which denotes something that precedes the action of
the next part of the word in time (paralleling the Greek ) and
jacere, "to throw". The word "project" thus originally meant
"something that comes before anything else is done". When the
word was initially adopted, it referred to a plan of something,
not to the act of actually carrying this plan out. Something
performed in accordance with a project was called an object.
This use of "project" changed in the 1950s when several
techniques for project management were introduced. With this
advent the word slightly changed meaning to cover both
projects and objects. However in certain projects there may still
exist so called objects and object leaders.

Development Project Types

Agriculture & Rural Development

Fisheries

Forestry

Irrigation

Environmental Protection
Housing & Urban Development
Health & Family Planning

Roads/Bridges/Ports

Marketing

Public Administration

Banking & Capital Market Development

Education & Training
Power Generation

Types of Projects

Example of AGRICULTURAL Projects

PROJECT: Immediate Deliverables

Irrigation Systems Built
Irrigation Service Associations Formed
Technical Extension Services Provided
Farmers Trained
Seed, Fertilizer, Credit Provided

PROGRAM: Sustainable Results Intended

Increased Productivity & Production
Increased Farm Family Incomes
Increased Food Availability

Example of HEALTH Projects

PROJECT: Immediate Deliverables

Health Clinics/Facilities Built
Doctors & Nurses Trained & Deployed
Village-Level Health Workers Trained
Information/Education Campaigns Conducted
Drugs/Medical Supplies/Transportation Provided

PROGRAM: Sustainable Results Intended

Increased Usage of Health Facilities
Improved Community Health Status
Improved Capacity for Productive Work

Definition of a Project
To talk about project management, we first need to be sure we know what we mean by a
project. Although the term is widely used, and we all think we know what it means, producing
an adequate short definition is very difficult. This is because the border line between something
which is a project and something which is not is rather poorly defined.
We can therefore use a very general definition such as the Oxford English Dictionary which
defines a project as: Plan, scheme This is so vague as to be unhelpful in trying to look at
project management. Alternatively we can try to make things as specific as possible. Some
examples of definitions from literature on project management are:
An activity (or, usually, a number of related activities) carried out according to a plan in
order to achieve a definite objective within a certain time and which will cease when the
objective is achieved.
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
some clearly defined objectives.
A group of activities that have to be performed in a logical sequence to meet pre-set
objectives outlined by the client.
It may make it easier to define if we instead list the characteristics of a project, which would
include:

a start and a finish date

a budget
activities which are essentially unique and not repetitive
roles and relationships which are subject to change and need to be developed, defined and established
a life cycle (which we will examine later)

Definition of a Project 2

Programs / Projects are tools to achieve the plan goals.

E.g. Plan goal Removal of poverty.
Plan tool IRDP, JRY, TRYSEM etc.

A project is an investment of resources in a package of interrelated

time found activities. Thus a project becomes a time found task. A
Project should have definite beginning and an end.

A project can be defined as a scientifically evolved work plan devised

to achieve specific objectives within a specific period of time.

A project is a temporary endeavour undertaken to create

a product or service

Something with a beginning, middle and end. Something that has a

clear objective and somebody responsible for it.
Something that can be measured and achieved.

Definition of a Project 3
Work undertaken to achieve an objective
A temporary endeavour undertaken to create a
unique product, service or result.
Temporary
-Every project has a definite beginning and a definite end

Unique
-Projects produce things that have not been produced before

Work involving a certain degree of uncertainty (i.e.

risk)
Work that must be progressively elaborated
Examples of projects are:
Development of a new product or service
A planned action of social intervention
Development and execution of an advocacy campaign

Project .explanations
- Performed

by people.

- Constrained by limited resources.

- Planned, executed, and controlled.
example:
. Developing a new or service.

. Effecting a change in structure, staffing, or style of an organization

. Designing a new transportation route.
. Developing or acquiring a new or modified information system.
. Constructing a building or facility.
. Building a water system for a community.
. Running a campaign for political office.
. Implementing a new service procedure or process.

What is a Project?
Three Elements of Project
Output
(Objective &
Scope)

Time
(Duration)
Start Date
End Date ?

What is the Output ?

Purpose & Scope
Service Performance specification

Resource
(Man power,
Facilities,
Money)
What are the requirements?
How much the cost?
Benefit Basis

Advantages of project based approach

Project based approach is particularly liked

by Western business, which are
characterized by a modern matrix
organization and a cooperative culture. In
case of authoritarian, bureaucratic
organizations with rigid, hierarchical
structure project based work is less popular,
or does not work as expected due to the
conflict between different cultures.

What happens if the project consciousness is

not there?

What happens if the project consciousness is not there?

Planning & Project Planning

What is a plan? What is planning? Why should we plan at all? What benefits does it provide? How much planning we need or
dont need? How does one plan? What are some useful planning models? What are some basic obstacles to planning? How
do we confront them?

Plan and Planning:

A plan is a set of decisions made on actions to be taken to reach a goal. It is

the product of the process of planning. Planning is an active process and it
is opposite of simply allowing events to unfold. A plan can be said to exist
when a point in the planning process has been reached. Plan (appoint in the
planning process) is coherent set of operations designed to meet a given
goal. It is determined with sufficient clarity that may be acted upon.

A plan can be a very formal document, or it can simply be the clear

understanding of the actions you are going to undertake.

Both plan and planning is a never-ending activity. Your plan will be shaped
and reshaped by new forces and new information you discover as you
proceed with your action. Planning involves vision, discovery, decisionmaking and action. It is a purposeful way of looking at the future with the
intent to shape it.

Project Plan
A project plan is "A formal, approved
document used to guide both project
execution and project control. The
primary uses of the project plan are to
document planning assumptions and
decisions, facilitate communication
among stakeholders, and document
approved scope, cost, and schedule
baselines. A project plan may be
summary or detailed."
"a statement of how and when a
project's objectives are to be achieved,
by showing the major products,
milestones, activities and resources
required on the project.

Project
Planning

Project Plan. What it is and is not ?

Initiate

Plan

Execute

Control

Close

Project Plan means devising and maintaining a

workable scheme to accomplish the business/
service/ development need that the project was
undertaken to address.
Project Plan is the work plan, not the work.
Project Plan is a definition of needed work and resources

Characteristics of a project:
1. Each and every project should have a package of interrelated activities.
Eg. IRDP
Identification of the poor
Knowing their choice
Arranging bank assets
Follow up / advisory activities Evaluation

a.
b.
c.
D.
2. Each activity is time found

3. Each and every project should have a set of objectives to be achieved.

E.g. IRDP-Eradication poverty by distributing income-generating assets.
E.I.P-Improving the environment in slums through providing basic amenities like drinking water,
drainage, street lights, toilets and community centers etc.

4. Each and every project should be operated with constraints.

E.g. Eradication of poverty within a democratic framework, within a time frame, within a limited resource
within the present bureaucratic setup.

5. Each and every project should specify the (clientele) target group.
E.g. IRDP Rural poor, SEPUP Urban poor.

6. Each and every project should have well defined time sequence of investments.
7. Each and every project should have an in built arrangement to evaluate the
program.

Categories of projects
Based on levels
Centralized
Decentralized
Partially decentralized

Based on time
Normal
Crash
Disaster

Based on the purpose

Experimental
Pilot
Production / Service.

Elements of Projects

Complex, one-time processes

Limited by budget, schedule, and resources
Developed to resolve a clear goal or set of goals
Customer / Client -focused

General Project Characteristics

Ad-hoc endeavors with a clear life cycle

Building blocks in the design and execution of organizational strategies
Responsible for the newest and most improved products, services, and
organizational processes
Provide a philosophy and strategy for the management of change
Entail crossing functional and organization boundaries
Traditional management functions of planning, organizing, motivating,
directing, and controlling apply
Principal outcomes are the satisfaction of customer requirements within
technical, cost, and schedule constraints
Terminated upon successful completion

Project Objectives
Project objectives define target status at the end of the
project, reaching of which is considered necessary for the
achievement of planned benefits. They can be formulated as
S.M.A.R.T.
Specific,

Measurable (or at least evaluable) achievement,

Achievable (recently Acceptable is used regularly as well),
Realistic and
Time terminated (bounded).

The evaluation (measurement) occurs at the project closure.

However a continuous guard on the project progress should
be kept by monitoring and evaluating.

Project Plan components

Project Formulation:
Project formulation means developing our ideas in a good shape so as to
present it to decision-makers to take correct investment decisions. Thus,
project formulation refers to a series of steps to be taken to convert an idea or
aspiration into a feasible plan of action.
A Project Plan contains information that will help complete the project
successfully. Success factors can be quickly summarized by answering the
following questions:
What and Why? - A project plan will contain a description of the project, what
is the Vision and why the project is being executed.
Who? - Who will be involved and what will be their responsibilities within the
project
When? - When will the project happen and also major milestones
How? - How the project will be executed, meaning how it will be executed and
controlled. Normally this information refers mostly to the controlling of the
project as the detailed project actions will be detailed in other documents such
as the IT plan, the Procurement plan, the Construction plan, etc.

What are the differences between projects and operations

Characteristics of Operations
Ongoing Continuous cycle
Repetitive Expected inputs and outputs
Characteristics of Projects
Temporary Definitive beginning and end
Unique New undertaking, unfamiliar ground
Project
Take place outside the process world
Unique and separate from normal organization work

1.
2.
3.
4.
5.
6.

New process or product

One objective
One shot limited life
More heterogeneous
Systems must be created
Performance, cost & time less
certain
7. Outside of line organization
8. Violates established practice
9. Upsets status quo

(regular administration) ?

Operations

Ongoing, day-to-day activities

Use existing systems, properties, and capabilities

1.
2.
3.
4.
5.
6.
7.
8.
9.

Repeat process or product

Several objectives
On-going
People are homogeneous
Systems in place
Performance, cost, & time known
Part of the line organization
Bastions of established practice
Supports status quo

A project is a unique venture with a beginning and an end, conducted by people

to meet established goals within parameters of cost, schedule and quality.

The difference between Project and Organizational Management

Of course there are many similarities between

project and organizational management, but the
nature of projects means that there are some
differences of approach as well. These include:
the lack of permanence of staff: people might be employed
on a temporary basis or as consultants
the lack of permanence of roles of staff: people involved in
the project may play very different roles at different times;
the hierarchy is not so clearly set

These two points mean that management of people

and personal skills are very important. Too often
project management is seen as a purely technical
subject connected with planning techniques: to be
effective skills in dealing with people are just as
important.

What is Project Management?

Project Management is the application of skills,
knowledge, tools and techniques to meet the
needs and expectations of stakeholders for a
project
The purpose of project management is prediction
and prevention, NOT recognition and reaction
Effective Management of the Triple Constraints
(Time, Cost, Goals)
Requirements Needs Identified or Unidentified
Expectations
Cost/Resources People, Money, Tools
Schedule/Time

Definition of Project Management

One definition of project management could be:

Project Management is a dynamic process, conducted within a defined set of constraints, that organises and utilises appropriate resources in a
controlled and structured manner in order to achieve some clearly defined objectives.
Making the project happen. As with projects, it may be clearer to define some of the characteristics of project management, rather than trying to
make a single definition. Project management should be:
objectives-orientated
change-orientated
multi-disciplined
innovative (seeking new ideas and solving new problems)
control-orientated (to ensure it actually finishes)
performance-orientated
flexible (quickly adapted to changes)
This requires a wide variety of management and personal skills,

Key areas to consider when looking at project management are management of time, people, and other resources. In general
terms, these activities can be described as follows:

Management of
Time
Ensuring that the
Project completes its
work on time
Scheduling use of
resources
Rescheduling the
project in the light
of experience
Predicting problems
Before they arise

Management of People

Management of Other Resources

Ensuring that people are

available at the right time
Ensuring that personnel know
their roles and can perform their
functions properly
Managing peoples expectations
Resolving conflicts between
people
Changing peoples roles in the
light of experience

Ensuring that appropriate resources

are allocated
Ensuring that the appropriate
resources are available at the right time
Reallocating resources in the light of
experience
Tailoring activities to limited
resources
Making maximum impact with
available resources

Project Planning & Management

Project Management in the context of projects
involves:
organizing the work,
deciding who does what, when, how and for whom,
determining the resources required,
allocating responsibility
communicating among all those involved in a project,
coordinating activities and people involved,
controlling progress,
estimating term of completion and handling
unexpected events and changes.

Project Management Tools

Financial Tools
Cause and Effect Charts
PRA - Participatory Rural Appraisal - Participatory Impact
Pathways Analysis (An approach for developing common
understanding and consensus amongst project participants
and stakeholders as to how the project will achieve its goal)
Program Evaluation and Review Technique (PERT)
Gantt Charts
Logical framework Analysis (LFA)
Event Chain Diagrams
Force Field Analysis.
Delphi technique.
Nominal Group Technique.
Project management software

Project Management activities

Project Management is composed of several different types of activities such as:

Planning the work or objectives
Analysis & design of objectives and events
Assessing and controlling risk (or Risk Management)
Estimating resources
Allocation of resources
Organizing the work
Acquiring human and material resources
Assigning tasks
Directing activities
Controlling project execution
Tracking and reporting progress
Analyzing the results based on the facts achieved
Forecasting future trends in the project
Quality Management
Issues management
Issue solving
Defect prevention
Identifying, managing & controlling changes
Project closure
Communicating to stakeholders

What is the project management process?

A set of five process groups:
Initiating processes
performed to authorize and define the scope of a new phase or project or that can
result in the continuation of halted project work

Planning processes
performed to define and mature the project scope, develop the project management
plan, and identify and schedule the project activities within the project

Executing processes
performed to complete the work defined in the project management plan to accomplish
the project's objectives defined in the project scope statement

Monitoring and controlling processes

performed to measure and monitor project execution so that corrective action can be
taken when necessary to control the execution of the phase or project

Closing processes
performed to finalize all activities across all of the project process groups to formally
close the project or phase

Project Life Cycle Phases:

All projects have to pass through certain phases. The

attention that a particular project receives is again not
uniformly distributed throughout its life span, but it varies
from phase to phase. At a particular phase appropriate
attention has to be paid.
Following are the general phases of a project.

Conception phase

Definition phase

Planning and organizing people

Implementation phase

Project clean up phase

The above phases wont follow a sequence rather they

overlap; sometimes this overlapping is done deliberately in
the interest of compressing the overall project schedule.
There are others who would encourage natural growth.

Project Life Cycle Phases

Conception phase:
Phase in which the project idea germinates. This phase is also
known as Identification of the problem, identifying the
performance gap.
It we avoid or truncate this phase, the project will have innate
defects and may eventually become a liability for the investors.
How to implement the project is not the botheration of this
phase. It we start thinking about the implementation during this
phase, it will unnecessary delays this phase.
Definition Phase:
The definition phase of the project will develop the idea
generated during the conception phase and produce a
document describing the project in sufficient details covering all
aspects necessary for the customer or investors to make up
their minds on the project idea.

Project Life Cycle Phases

Planning and organizing phase:

This phase can effectively start only after definition phase, but in
practice it start much earlier, almost immediately after the conception
phase. This phase overlaps so much with the definition and also with
implementation phases. That is why no formal recognition is given to
this by most organizations.
Implementation phase:
Period of hectic activity for the project. It is during this period,
something starts growing in the field and people for the first time can
see the project.
Project clean up phase:
Completion and handing over the project.
The curve in the above diagram shows that effort to build up a project
is very slow, but effort to withdraw is very sharp. It can also be seen
that time taken for the formative and clean up stage & implementation
stage. While this pattern is true for all the projects, the percentage of
effort in different phases would not be the same for all projects.
However for the same class projects the curve may be more or less
the same. A life cycle curve can thus represent a class of projects.

The Development Project Life Cycle

PP

Preliminary Planning

DD

Detailed Design

Conception phase
Definition phase
Planning and organizing

Implementation
Implementation

I
TO &
CO
The
Project

Turnover & Closeout Completed

Project clean up phase

Duration 5-7 years

is only an Intermediate Means to a Higher Level objective
A Sustainable PROGRAM

Duration 5-7 years

Duration 20 - 30 years

Project Life Cycle Phases

1.
Conception Phase Phase
1.Conception
2. Definition Phase
2.Definition Phase
3. Programming / organizing Phase
3.Programing
/ Organizing
4. Implementation Phase
4.Implementation
Phase
5.
Termination Phase

Phase

5.Termination Pe

4
2
1

Project Life Cycles

Man Hours

Conceptualization

Planning

Execution

Termination

The Project Cycle

Programming

Identification

Evaluation

Appraisal

Implementation

Financing

Political acceptability
Financial feasibility
Economic viability
Technical feasibility

The Project Life Cycle

1.

2 2.

DEFINE

PLAN
PLAN

3.

4.

ORGANISE

EXECUTE

5.
CLOSE
-OUT

R
E
V
I
E
W

Implementation Phase
FEASABILITY
PHASE
sometimes
called scoping
risk is assessed
feasibility tested
GO or NO GO
decision made.
If GO

PLANNING
PHASE
tasks
sequencing

milestones
estimating
budgeting
PROJECT
PLAN

ORGANISING
PHASE
resources
tools
reviews
reporting
communications

IMPLEMENTATION
PHASE
activities
monitoring:
costs
progress
controlling
quality

COMPLETION
PHASE
client hand-over
(= acceptance)
complete
documentation.
review: sign off
post implementation
audit

maintenance
value assessment

Participatory Monitoring and

Evaluation
Participatory Impact Monitoring
Monitoring Exercise

Micro-Finance,
Co-operative and Group Formation,
Indigenous Forest Management

Spatial Data
Temporal Data
Social/Institutional Information
Discrete data
Indigenous or local data
Stakeholders Analysis,

The Logical Framework

The Work Breakdown structure
The Gantt chart
The Critical Path Method (CPM)
Exit strategies for project ending

Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis

Problem-Alternative-Objective tree

Project Planning Steps Needs Analysis

Need Analysis

Aims & Objectives

Strategy or Methodology

Plan of Activities

Implementation

Follow up

Social
Analysis

Why?

What for ?

How ?

Where ?

With What

With What

Needs Analysis includes

Situation of
the target group

Political
Analysis

Problem
Analysis

Economic
Analysis

Problem Tree

Problem Tree
Effects

Objective Tree
Overall objectives

Focal problem

Project Purpose

Causes

Results

Problem Tree
Effects

High infant &

Maternal mortality
rates

High rates of
infection among
babies & infants

Poor nutritional
status of babies &
infants

Few babies &

Infants vaccinated

High incidence of
acute birth
complications

Birth complications
diagnosed late or
not at all

High rates of postpartum & neonatal infection

Low standards of
hygiene & patient
care by staf

Low attendance
Commercial
pressure to use
milk supplements

Poor seasonal
availability of high
protein foods

at rural clinics

Mothers unwilling
to attend clinics

Infrequent &
inadequate
coverage of clinics

Shortage of drugs

Low staff skills

Causes

Problem & Objective Analysis

Problems Identified

Problem tree

Objective tree

High incidence
of malnutrition

Incidence of
Malnutrition reduced

Effect

Food shortages

Rice production in
low lands decreasing

Irrigation water
does not reach field
in desired quantity

Canals are
blocked

Food production in
hills decreasing

Irregular supply
of inputs for rice
cultivation

Dikes are
degraded

Poor maintenance
system for
irrigation facilities

Ends

Improved food situation

High
immigration
rates

Soil fertility on
hill slopes is
decreasing

Rice production in
low lands improved

Ethnic clashes
in neighboring
districts

Soil erosion
on hill slopes

Sufficient Irrigation
water reaches the
field

Canals
cleared

Cause

Food production in
hills increased

Regular supply
of inputs for rice
cultivation

Dikes are
upgraded

Maintenance
system for irrigation
facilities improved

Lower
immigration
rates

Soil fertility on
hill slopes is
increased

Less Ethnic clashes

in neighboring
districts

Soil erosion
on hill slopes
reduced

Means

City Bus Service Problem Tree

City Bus Service Objective Tree

Use of CBS by
the population
decreases

Financial situation
of the company
improved

Service offered
by the CBS
unreliable

Many
passengers
wounded

Increased use of
the CBS by the public

Service offered by
the CBS is reliable

Frequent
delays

Number of
wounded
passengers
decreased

Frequent bus
accidents

Fewer delays
Scheduling & utilization
of buses is improved

Fewer bus
accidents
Drivers are
rude

Long
workday

Drivers drive
poorly

Low
salaries

Bus fleet
in old

Bus fleet in
poor condition

Poor bus
maintenance

Drivers
are
courteous
Roads are
poor

Poor
topography

Regular
Workday
Fair
Salaries

Drivers
Drive well

Safety
precautions &
inspection
system
implemented

Bus fleet in
good condition

Bus
Roads are
Schedule for Good bus
drivers
in good
replacement maintenance condition
trained of buses
established

Incentive
system
implemented

Redesign &
recondition
of roads

Good
road
maintenance

Transforming problems into objectives

Problems

High infant & maternal

mortality rates

Objectives

Infant & maternal mortality

rates reduced

High incidence of acute birth

Reduced incidence of acute
complications
birth complications
Birth complications diagnosedIncreased / earlier diagnosis
late or not at all
of birth complications

Children miss schools

Crop yields decreases

So what

So what

No money to pay school fees

No money to buy new seeds

So what

So what

Lack of
income
But why

Nothing to sell
But why

Poor yields

But why

Few Jobs
But why

But why

Local factory closedImmigration

Incidence of
malnutrition
reduced

Improved
food
situation

Rice production
in low lands
increased

Food
Production on
hills increased

Lower
Immigration
rates
Imm
igra

Sufficient
irrigation water
reaches field

Irrig
atio
n sy
stem

Canals
cleared

Regular supply
of inputs for
rice production
Agri
cult
ura

Dikes are
upgraded

l inp

Soil fertility
on hill slopes
increased
Soil

uts

tion

Less ethinic
clashes on
hill slopes

ferti
lity

Soil erosion of
hill slopes
reduced

Strategies
Maintenance of
irrigation
facilities
improved

Work Breakdown Structure

Work breakdown structure for the recruitment of a new person to fill a vacant post.

Project Evaluation Review Technique

Network diagram for the recruitment of a new person to fill a vacant
post.

CRITICAL PATH

PERT Chart

GANTT Chart
for the recruitment of a new person to fill a vacant post

GANTT charts are a user-friendly visual version of network diagrams,

designed to be easily understood and applied by non - chart-ographers !

GANTT Chart

PERT Diagram

Phase

Major Attributes/Emphasis

Leadership Style/Blend

Feasibility Study
(Pre-formulation)

Sense of vision
"Big Picture"
(conceptual)
Analysis

Visionary
Creates future
Empowerment
Expansive

Conceptual
(Formulation)

Listening
Analysis
Alignment

Analytical
Listener
Change master
Convergence

Development

Participative/Accept Team builder

ance
Power and
and commitment
influence
Cooperative
Integrator

Execution

Re-alignment

Decision maker
Balances work
and fun
Trustworthiness
Team and
synergy

Finishing

Transfer of product
and information

Administrator
Closure

Success of a Project

Good /
Careful
Planning
Project
addresses
the
real problems
of the
target groups

Parties
involved
stick to
their
commitments

Fair
representation
of different
interests
through
participation

Efficient project
management

Competent &
Motivated
project team

Success of a
Project

Beneficiaries
are clearly
identified by
gender &
socio economic
group

Fair
allocation
of costs &
benefits
between
men & women

Organizational
capacity

What is a successful project?

Customer / Clients
requirements
satisfied/exceeded
Completed within allocated
time frame
Completed within allocated
budget
Acceptance by the customer

Project Sustainability

Sustainability Defined
To keep in existence; maintain (The American Heritage)
The ability of a system of any kind to endure and be
healthy over the long term. A sustainable society is one
that is healthy, vital, resilient, and able to creatively adapt
to changing conditions over time. (Top 10 by 2010,
Southwest Louisiana)
The ability of an organization to develop a strategy of
growth and development that continues to function
indefinitely. (Dorothy A. Johnson Center for Philanthropy
& Leadership)

Project Sustainability Defined

What project
sustainability means
Maintaining the outcomes,
goals and products
Institutionalizing the
process

What project
sustainability doesnt
mean
Maintaining staff positions
Maintaining all activities
Depending on grant
funding

Project Sustainability:
Ask the right questions
What are we doing? Do other people know what were
doing?
What outcomes do we want to sustain? Is there data to
support our results?
What are the fiscal needs?
What are the management needs?
Who champions this initiative?
Who else do these outcomes affect? Whose interests
does this support?

Strategies for Sustainability

Develop broad-based relationships/partnerships that foster

collaboration.
Involve all stakeholders: parents, students, business, politicians,
community leaders, school administrations, funders.
Nurture community involvement.
Develop a core of supporters.

Be visible. Develop an outreach plan.

Link evaluation to project success and then to marketing.
Be flexible. Modify the project based on evaluation and feedback.
Communicate, communicate, communicate.
Share resources. Share expertise. Share successes.