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

2. Contents Introduction to project management methodology Project framework Project progress monitoring and controlling

3. Learning objectives After this lecture participants will understand the methodology behind project management and get introduced to tools used to plan and schedules to manage projects

4. Project management questions What activities are required to complete a project and in what sequence should they be carried out? When should each activity be scheduled to begin and end? Which activities are critical to completing the project on time? What is the probability of meeting the project completion due date? How should resources be allocated to activities?

5. Project Management Integration Management Scope Management Time Management Cost Management Quality Management Human Resource Management Communications Management Risk Management Procurement Management

6. The technical and socio-cultural dimensions of the project management process

7. Project framework Risk & Issue Management Donor/Sponsor Management Communication Management Execute & Control Planning and Resource Allocation Track & Control Reporting Review Prepare Definition / Scope / Requirements Close Completion & Assessment Scope Management Workplan Management Resources Management (Time, Cost, People) Deliverables Mgmt Quality Management Initiate Startup

8. Project Plan Development Workflow Initial Project Information Create Project WBS List Major Milestones Develop Sequence of Activities Create Resource Pool Develop Initial Budget and Schedule Review Schedule Review Budgets Submit to Finance Fine Tune Budget and Schedule Generate Reports and Graphics Submit Proposal to Key stakeholders/Client

9. A proposal form Project information Problem definition Goal definition Objective definition –Performance, cost, schedule Risk analysis –What are the major risks, probabilities and impacts Resource availability. Start date and closing date

10. Project selection criteria can be: Financial –Net present value, benefit/cost, return on investment, payback period, etc Non-financial –Requires other criteria beyond financial returns –Developing and maintaining core competencies –Builds image and social responsibility

11. A weighted selection matrix Social development Accordance to mandates Sustainability of resources

12. Project definition Project goal & objectives Sponsor Stakeholders Timeline Resources required Deliverables Decision making Assumptions Risks Business process changes Project manager Project team Budget Signatures

13. Project definition Who What Where Why When

14. Outputs from planning Initial project information Project WBS List major milestones Sequence of activities List of resource pool Initial budget and schedule Reviewed schedule Reviewed budgets Stakeholders’ responses

15. Work breakdown structure Subdividing project into smaller and smaller working elements –Hierarchical work breakdown structure –A map of the project (Gantt) –Assures that all products and work elements are identified –Integrates the project with the organization –Establishes a basis for control –The WBS is a chart or outline which breaks down work that must be done to achieve project goal

16. Work breakdown structure 1.0 Move the hospital (Project) 1.1 Move patients (Task) 1.1.1 Arrange for ambulance (Subtask) 1.1.1.1 Prepare patients for move 1.1.1.2 Box patients personal effects 1.2 Move furniture 1.2.1. Contract with moving company

17. Responsibility matrix

18. The work package Defines work (what) Identifies time to complete the work package (how long) Identifies a time phased budget to complete a work package (cost) Identifies resources needed to complete the work package (how much) Identifies a single person responsible for units of work (who) Identifies monitoring points for measuring progress

19. Schedules The project schedules provides a basis for monitoring project progress Important techniques include –Gantt charts –Critical path analysis –Critical chain scheduling –PERT analysis

20. Project schedule tools Many tools available –Microsoft Project –FileMaker –Sharepoint –www.dotproject.net –Excel –Mind Manager

21. Project schedule

23. Milestones Indicator for short and medium-term objectives, which facilitate measurement of achievements throughout a project rather than just at the end They also indicate times when decisions should be made or action should be finished

24. Earned value management Earned Value Management (EVM) is a project management technique that measures forward progress objectively within a single integrated methodology EVM has the unique ability to combine measurements of: Technical performance (i.e., accomplishment of planned work) Schedule performance (i.e., behind/ahead of schedule) Cost performance (i.e., under/over budget)

25. Resources (Budget, Labour) Time (Schedule, Deadlines) Performance (Quality) Success We also noted that successful projects require skillful management of the Triple constraints of all projects

26. The Stage Gate Review Process Performed at the end of key project stages Objective is to review activities and deliverables and approve advancement to next stage

27. Project Management Methodology Stages and Gates

28. Project success factors Success usually comes to those who are too busy to be looking for it. Henry David Thoreau (1817 - 1862)

29. References European Commission (2004). Project Cycle Management Guidelines. Downloaded 1 st March from: http://ec.europa.eu/europeaid/qsm/documents/pcm_manual_2004_en.pdf Clifford E. Gray and Erik W. Larson, Project Management Process: The managerial Process(Second Edition) Mc Graw Hill, 2003. Rory Burke, Project Management: Planning and Control Techniques (Fourth Edition), John Wiley & Sons, 2003 Harvey Maylor, Project Management (Third Edition), Pearson Education Ltd, Third Impression 2007 Louis J. Goodman and Ralph N. Love, Project Planning and Management: An integrated Approach, Pergaman Press, 1980. Erling S Anderson, Kristoffer V Grude and Tor Haug, Goal Directed Project Management: Effective Techniques and Strategies (edited by Mike Katagiri and Rodney Turner),Kogen Page India Private Ltd, 2006