1. Project management and project cycle management
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A short training course in project cycle management for
subdivisions of MFAR in Sri Lanka
MFAR, ICEIDA and UNU-FTP
Ministry of Fisheries and Aquatic Resources (DFAR)
Sri Lanka
Icelandic International Development Agency (ICEIDA)
Iceland
United Nations University Fisheries Training Programme (UNU-FTP)
Iceland

2. Content of the lecture What is a project?
How does project management benefit you?
Project cycle management (PCM)
PCM tools
Project managers

3. Learning objectives
After this lecture participants will understand the basics of project management, know the role of project manager and principles of project cycle management

4. A project What is a project
Defined start and end, specific scope, cost and duration
A temporary endeavor undertaken to create a unique product, service or result
A series of activities aimed at bringing about clearly specified objectives within a defined time period and with a defined budget
(EU Aid delivery methods)
is a unique set of coordinated activities, with a definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined schedule, cost and performance parameters (British Standard 60971, 2000:2)

5. Benefits of project management
Project management was developed to save time by properly planning a project and considering all relevant factors which may affect its outcome
The benefits have been proven - it saves time and money - and generates a more successful outcome …. if guidelines are followed
Even though project management gives you set of tools to schedule and organize, there are many factors that need to be considered if projects are to be successful. It is not a magical solution
Project management does not do the work for you, but helps you to be specific and organized without losing the overview of what you are doing and why.
Importance of project management
With limited resources, project management can be very important by:
Increasing productivity
Boosting efficiency
Making the most of every resource
Making sure that deadlines are met

6. How does project management benefit you?
You will have goal clarity and measurement
Your resources will be coordinated
Your risks will be identified and managed
You will increase the possibilities of time savings
You will increase the possibilities of cost savings
You will increase the possibilities of achieving the agreed outcome
You will increase the possibilities to deliver projects successfully
Like with other things, experience can be a big factor. But just as with young people, if they have the guidance while they are developing their talents they are more likely to progress. In a way we can say that project management can guide people and help them to progress in their profession.

7. Improved quality
Decision-making routes and processes are clearly defined
Deadlines, costs and resources are controlled systematically
All processes in the project management activity chain are coordinated to ensure they remain in harmony with one another
The result will help you to get:
more speed
greater flexibility
improved quality

8. What project management helps you to achieve
Plan tasks in project
Avoid dependencies problems
Reduce risks
Track progress accurately
Organize project process and timeline
Improve stakeholder - staff communication
Improve management of stakeholders’ expectations
Complete within budget and on time
This is a list of favourable outcomes. But, just like when a contractor wants to build a house. it is not enough to bring the drawings and get the tools on location. He actually really has to do the work. The drawings guides him and the tools makes the labour easier for him.

9. 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
To increase the chances of positive outcome, project managers have to think about all of the factor that can influence positive outcome and the threat of failure, Tomorrow we will discuss and give you hands on practise on how to use set of tools that analyse different factors of outside- and internal elements that are useful for project management.

10. Stakeholder Relations
The triple constraint
Stakeholder Relations
Time
Cost
Project management success indicators
Project is completed within time, cost and quality requirements
Will make:
Sponsor/beneficiary satisfied
Minimal scope or mutually agreed to scope changes
No adverse impact/interruption to regular work flow of the organization
No change to the corporate culture
Quality

11. Project Cycle Management (PCM)
Is a methodology for the preparation, implementation and evaluation of projects based on the principles of the logical framework approach
It describes management activities and decision-making procedures used during the life cycle of a project (key tasks, roles and responsibilities, key documents and decision options)
 Project cycle management - PCM
PCM describes management activities and decision making procedures used during the life time of a project
Tasks
Roles
Responsibility
Key documents
Decisions options
The EC has adopted PCM as its primary set of project design and management tool based upon the Logical Framework Approach
We will have special lecture on the logframe matrix that is used to decide further activities (after we have done proper analysis)

12. Project cycle management (PCM)
Is useful in designing, implementing and monitoring a plan or a project
A clear concise visual presentation of all the key components of a plan and a basis for monitoring
It clarifies:
How the project will work
What it is going to achieve
What factors relate to its success
How progress will be measured

13. The project cycle Programming Identification Formulation Evaluation
Financing decision
The cycle is generally divided in 5 phases:
Programming
Identification
Formulation
Implementation
Evaluation and audit
The project cycle
Follows the life of a project from the initial idea through to its completion
Provides a structure to ensure that stakeholders are consulted
Defines key decisions, information requirements and responsibilities at each phase
Tomorrow we are going to talk about the tools that are used in the implementation-stage to analyse important factors that influence the project and stakeholders
Implementation
Formulation
Financing decision

14. The three PCM principles
Decision making criteria defined at each phase
The phases in the cycle are progressive
Project identification part of structured feedback

15. PCM is result based
PCM requires the active participation of key stakeholders and aims to promote local ownership
PCM incorporates key assessment criteria into each stage of the project cycle
PCM requires the production of good quality key documents in each phase to support decision making

16. PCM helps to ensure that
Projects are part of the country policy objectives
Projects are relevant to the real problems of target groups / beneficiaries
Clearly identified stakeholders (primary target groups and final beneficiaries)
Projects are feasible (objectives are realistic)
Clearly defined coordination, management, financing arrangements, monitoring and evaluation
Benefits generated by projects are likely to be sustainable
Before you evaluate what project you would like to implement, you will have to apply certain criteria on how to choose a project. And making shore that they will be able to serve certain role in the overall objectives that are stated in the mission/vision of a institute.
To be able to find out what an organization or an institution is capable of performing we need to analyse them. This is for example being done right now here in Sri Lanka by FAO (the team of Richard Banks)

17. PCM tools The logical framework approach Quality assessment criteria
Institutional capacity assessment
Economic and financial analysis
Promoting participatory approaches
These are the large tools that is used in PCM -
A set of tools in plannig and scheduling stage of implementation that we are going to take a look at tomorrow are:
SWOT, PESTLE, Stakeholder analysis, Problem analysis, Objective analysis, strategic analysis.
The logical frame work Matrix is the frame where you arrange the actions that you need to perform, and state their objectives
The logframe matrix, as well connected with the activity schedules that is again linked with the budget.
These large elements of the PCM analyse the resources that are available so activities can be adjusted accordingly.

18. Time management Defining project activities Activity scheduling
Create and controlling the project activities
An inch of time cannot be bought for an inch of gold." - Chinese proverb

19. Time management grid
There's an old joke when it comes to project management time:
'The first 90 percent of a project schedule takes 90 percent of the time. The last 10 percent takes the other 90 percent of the time'

20. Managing the scope of the project
Project scope management constitutes 'the processes to ensure that the project includes all of the work required, and only the work required, to complete the project successfully.‘
Project scope has several purposes:
It defines what work is needed to complete the project objectives
It determines what is included in the project
It serves as a guide to determine what work is not needed to complete the project objectives
It serves as a point of reference for what is not included in the project

21. Role of a project manager
The role of a project manager is affected by the one-shot nature of the project
The role of a project manager is difficult when team members are still linked to their permanent work areas
Members may be assigned to several projects simultaneously
Managers must rely on their communication skills and powers of persuasion
If people are put in a project group, how do you make them work on the project as well as making them perform their normal duties as well?
Be flexible jet firm
Here it would be good to name an example from Sri Lanka – e.g. How did you manage to work on the project of making this course?

22. Project manager attributes
Leader & manager
Facilitator, coordinator
Communicator
Credibility: Technical/ Administrative
Work under pressure
Goal-oriented
Innovator
Versatilist
Knowledgeable about the organization
Political sensitivity
Conflict: sense, confront, resolve
Can deal with stress, chaos, ambiguity
Planning and follow-through
Ethical dilemmas
Project manager has to be able to fulfil the needs and demands of the project

23. Project manager attributesX
Specialist
Versatilist
Specialist
Deep skills
Narrow scope
Peer-Recognized
Unknown outside domain
Generalist
Shallow skills
Broad scope
Quick response
Recognized in other Domains
Versatilist
Wide scope of roles
Broad experience
recognized in other domains
Generalist

24. Project manager duties
Reports to senior management
Communicates with users
Plans and schedules
Obtains and allocates resources
Controls risks
Manages people
Coordinates
Implements quality assurance
Controls the budget
Delivers results
Whatever needs to be done, has to be done by a project manager, even though it involves him/her decide that some one else should do the actual work!

25. Project teams Diversity of knowledge needed Cross-functional
Self-directed
Often ad-hoc or temporary
Often distributed (geographically)
Start and end dates
Last lecture was about teams and culture so there is no need of spending to much time on this slide.
The rule of thumb is, a group of many should be able to deliver more than one person, they can divide their work and be specialized in their fields, and the team should be more flexible regarding workload, time and knowledge.

26. Project personnel skills
Technical
Political
Problem-oriented
(vs. discipline-oriented)
Goal-oriented
Flexibility, adaptability
High self-esteem
can handle failure, risk, uncertainty, unexpected
can share blame and credit
It depends on the project when you select what kind of people are going to do the work on a project. But often you have to mix together specialists and versatileist, depending on the purpose of the project.
The most important is to get the people that can get the job done! This slides describes several favorable elements of a project personnel.

27. Governmental projects
Legal constraints on government projects
Laws, statutes, ordinances, directives, regulations, budgets, and policies
Accountability to the public
Accountable to legislative & judicial bodies, interest groups, the press and the public
Utilization of public resources
Objective is not higher ROI, but public good
In contrast to Government projects are for example, the development of new products within private companies. Such projects are normally run “under the radar” and do not have accountability to the general public. The success of such projects is measured in things like ROI, profits and sales.
Official projects have different agenda, which are normally aimed for the benefit of the general public or improving elements of official bodies.

28. Project governance Risk planning Life cycle management
Balancing risk avoidance and risk acceptance
Life cycle management
From concept to replacement
Strategic change
Balancing the solution and the ability to utilize
Value management
Adopting consistent processes, building in quality and adding value
Within lifetime of projects, there are numeral factors that need to be taken care of. The people that work on a project have to remember that projects can be dynamic and decicions may need to be revised within the project lifetime.
The project governance has to fit within the frame of numerous factors. And along the way there are questions that come up that need to be aswered, events that happens and may have to be responsed to.
The plan has to be flexible enough to be able to bend and ajust to changes. Good governance has to be able to create the “flexibility”
Project governance ensures:
That the scope is defined according to all key stakeholders’ needs
A clear understanding of roles and responsibilities exists
An organizational perspective is honored
The ultimate decisional authority is with an individual, not a committee
The budget is adequate for the scope
Necessary resources are available
Overall project timelines are set and achieved

29. Project management methodology scope
What is a methodology
The way we do things around here !
Communication, consistency, understanding, accountability
Project management vs. other activities
This way project management uses the same approach for all situations
There will be more coverage on methodology in the next lecture.

30. References British Standard 60971, 2000:2
European Commission (2004). Project Cycle Management Guidelines. Downloaded 1st March from: