Project Management Tools Workshop on Gender Statistics Training Programmes Geneva, 9-10 October 2008

Objectives What makes a project Key components of a project Some useful management tools 7 October 2008

Project Management proj·ect (noun) man·age·ment (noun) man·age (verb) 1: a specific plan or design 2: a planned undertaking man·age·ment (noun) 1 : the act or art of managing: the conducting or supervising of something 2 : judicious use of means to accomplish an end man·age (verb) 1: to handle or direct with a degree of skill 2: to work upon or try to alter for a purpose 3: to achieve one's purpose 7 October 2008

Project characteristics Beginning and End Agreed, well defined outputs and outcomes Balance between time, cost and quality Interrelated tasks grouped into phases Temporary, often multidisciplinary project team brought together for the project Might entail involvement of people from other units or organizations 7 October 2008

Project components Programme Project 1 Project 2 Project 3 Component 1 Subcomponent 7 October 2008

Projects in Gender Statistics: Types of Projects

Projects in Gender Statistics: Areas of work

Projects in Gender Statistics: Some innovative topics Database on Arab Women and Technology Mapping Women’s Empowerment Workshop to Assess the Economic Contribution of Women and the Factors Affecting Contribution Research on Reconciliation of Professional and Family Life

Project Management Cycle I. Concept Phase III. Implementation Phase II. Development Phase IV. Evaluation Phase 7 October 2008

Concept Phase I IV II III Project Identification Option Appraisal Scoping the Project Assemble the Project Team Stakeholder Identification and Analysis Project Finance Risk Management The Project Document Option Appraisal Concept Phase I III II IV

Option appraisal Is there an identified need for this project? -Look for good entry points What is the main objective of this project? What are the specific benefits of the project? Are there potential conflicts between this project and other current projects? Will the project receive the support it requires? If it is successful-will the benefits be measurable? Do we have (even rough/estimated) delivery dates and a budget for it? What are the risks for failure? 7 October 2008

Scoping the Project Gives clarity of the boundaries, objectives and success criteria of the project Consultation with relevant stakeholders upfront 7 October 2008

Objectives High level objectives to which the project contributes The project’s central objective The products of undertaken activities Tasks executed as part of the project to produce the project’s outputs Impacts Outcome Outputs Activities / Tasks Means 7 October 2008

Project Team Project Manager Project Board/Steering Group Members Team Members 7 October 2008

Stakeholders Individual/s, groups, institutions or firms that may have a relationship with the project They may – directly or indirectly, positively or negatively – affect or be affected by the process and the outcomes of the project

Relevant Stakeholders Beneficiaries (impact level) Benefit from the implementation of the project Target group/s (outcome level) Group/entity who will be immediately and positively affected by the project Project Partners (output level) Those who help to implement the project

Target groups

Tool: Stakeholder Analysis Who should contribute Who is the target group? Who are the beneficiaries? Who are the project partners? Where assets and barriers might be Who might have a positive/negative impact on the project? Actions to be taken before detailed planning Manage expectations

Tool: Stakeholder Analysis -Identifying assets and risks Stakeholder Support Totally supportive Strongly Against Neutral Moderately Moderately Against X Q Z A Y

Tool: Stakeholder Analysis -Managing expectations Their interest / requirement What the project needs from them Perceived assets / risks Actions to take

Risks Scope related risks: Risk that the project will not meet its specifications (quality, quantity) Schedule related risks: The project will not meet its deadlines Cost related risks: Risks of exceeding the specified budget

Tool: Risk Assessment Matrix LIKELIHOOD IMPACT Major Medium Low Insignificant Almost certain Likely Moderate Almost zero

Tool: Risk Management Plan

Milestones Important, clearly defined events in the course of a project End of a task Decision taken End of a project phase Represent the project progress Should take place on a specific date Crucial to the success of the project

Tool: Milestone Chart 7 October 2008

Tool: Milestone Report 7 October 2008

Tool: Critical Path Analysis Activity Duration Required Predecessor A Design guide on history teaching 5 months None B Identify schools to participate in testing of the new guide. 1 month C Translate preliminary guide 2 months D Print and distribute guide to pilot schools. 3 months A, B E xxxx F Train sample of trainers G yyyyy 4 months H zzzz B,E I oooo J Write project report F,G,I 27

Tool: Gantt Charts They are bar graphs that help plan and monitor project development or resource allocation on a horizontal time scale.

Tool: Project definition form Project Name: Project Goals and Deliverables: (what is the project designed to produce and to achieve?) Scope: Constraints: (What‘s out of scope?) Team/ Resource roles: (Who does what?) Project Risk Assessment: (Which ones have we anticipated?) Project Milestones: (What needs to happen when? Include project review dates in this section) Achievement Measurement: (How will we know if we‘ve succeeded?) Concise and clear framework that summarizes the work done in the concept phase of the project.

Tool: Checklist What is the rationale for the project? Are the project objectives clear and unambiguous? What actions need to be done? When are those actions going to be done? Who is going to do them? What resources are required? What is not going to be done? Are outputs and outcome measurable? If so what measures should be used? Is everything feasible and realistic?