1. Project Execution and Management
Leonellha Barreto Dillon, seecon international

2. 1.1 Definition of Project Execution
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Contents
Project Execution
1.1 Definition of Project Execution
1.2 Objectives of the Execution Phase
1.3 How to get started
1.4 Example: Implementation of Engineering Projects and Service Delivery
Project Management
2.1 A Successful Project
2.2 Definition and Components of Project Management
2.3 Managing Time
2.4 Managing Money
2.5 Managing Quality
2.6 Managing People
2.7 Managing Information
References
Implementation simply means carrying out the activities described in your work plan. Executing a project in the water and sanitation sector is a very complex mission, as it requires the coordination of a wide range of activities, the overseen of a team, the management of budget, the communication to the public, among other issues. Independently if it is a social project to raise the awareness and promote hygiene or it is a construction project for service delivery, there is a certain process that has to be followed.

3. 1.1 Definition of Project Execution
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1. Project Execution
1.1 Definition of Project Execution
Execution, or implementation, is the phase where visions and plans become a reality. This is the logical conclusion, after evaluating, deciding, visioning, planning, applying for funds and finding the financial resources of a project.
Execution, or implementation, is the phase where visions and plans become a reality. This is the logical conclusion, after evaluating, deciding, visioning, planning, applying for funds and finding the financial resources of a project.
The implementation of projects in sustainable sanitation and water management is complex. It requires the coordination of a wide range of activities, diverse institutional arrangements, and different time frames (LSHTM/WEDC 1998). There is not one typical project in water and sanitation, as the actions may vary from the construction of a new infrastructure, to the introduction of new ways of working. Projects in this area cover issues such as: social development, health, environmental sustainability, institutional strengthening, technical implementation, pilot plants, service delivery, social marketing, hygiene promotion, sanitation promotion and capacity building.
It is important to take into account that independently of the nature of the project, implementation takes time, usually more than it is planned, and that many external constraints can appear, which should be factored in when initiating the implementation step (i.e. seasonality in availability of community engagement / resources) (NETSSAF 2008).
Source: L. Barreto Dillon

4. 1.1 Definition of Project Execution (cont.)
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1. Project Implementation
1.1 Definition of Project Execution (cont.)
There is not one typical project in water and sanitation:
-social development
-health
-environmental sustainability
-institutional strengthening
-technical implementation
-pilot plants
-service delivery
-social marketing
-hygiene promotion
-sanitation promotion
-capacity building.
Execution, or implementation, is the phase where visions and plans become a reality. This is the logical conclusion, after evaluating, deciding, visioning, planning, applying for funds and finding the financial resources of a project.
The implementation of projects in sustainable sanitation and water management is complex. It requires the coordination of a wide range of activities, diverse institutional arrangements, and different time frames (LSHTM/WEDC 1998). There is not one typical project in water and sanitation, as the actions may vary from the construction of a new infrastructure, to the introduction of new ways of working. Projects in this area cover issues such as: social development, health, environmental sustainability, institutional strengthening, technical implementation, pilot plants, service delivery, social marketing, hygiene promotion, sanitation promotion and capacity building.
It is important to take into account that independently of the nature of the project, implementation takes time, usually more than it is planned, and that many external constraints can appear, which should be factored in when initiating the implementation step (i.e. seasonality in availability of community engagement / resources) (NETSSAF 2008).
Source: L. Barreto Dillon

5. 1. Project Implementation
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1. Project Implementation
1.2 Objectives of the Execution Phase (adapted from PHILIP et al and MORIARTY et al. 2007):
To put the action plan into operation.
To achieve tangible change and improvements.
To ensure that new infrastructure, new institutions and new resources of water sustainable in every aspect.

6. 1.2 Objectives of the Execution Phase (cont.):
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1. Project Implementation
1.2 Objectives of the Execution Phase (cont.):
To ensure that any unforeseen conflicts that might arise during this stage are resolved.
To ensure transparency with regard to finances.
To ensure that potential benefits are not captured by elites at the expenses of poorer social groups.

7. 1.3 How to get started: Basic Requirements
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1. Project Implementation
1.3 How to get started: Basic Requirements
The basic requirement for starting the implementation process is to have the work plan ready and understood by all the actors involved (NETSSAF 2008).
Technical and non technical requirements have to be clearly defined and the financial, technical and institutional frameworks have to be prepared considering the local conditions.
Another basic requirement is that the financial, material and human resources are fully available for the implementation
“The basic requirement for starting the implementation process is to have the work plan ready and understood by all the actors involved. Technical and non technical requirements have to be clearly defined and the financial, technical and institutional frameworks have to be prepared considering the local conditions. The working team should identify their strengths and weaknesses (internal forces), opportunities and threats (external forces). The strengths and opportunities are positive forces that should be exploited to efficiently implement a project. The weaknesses and threats are hindrances that can hamper project implementation. The implementers should ensure that they devise means of overcoming them. Another basic requirement is that the financial, material and human resources are fully available for the implementation” (NETSSAF 2008).
Source: L. Barreto Dillon

8. 1. Project Implementation
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1. Project Implementation
1.3 How to get started:
Actions which need to be taken before the implementation of the detailed action plan include:
-Scheduling activities and identifying potential bottlenecks.
-Communicating with the members of the team and ensuring all the roles and responsibilities are distributed and understood.
-Providing for project management tools to coordinate the process.
-Ensuring that the financial resources are available and distributed accordingly.
Other actions need to be taken before work can begin to implement the detailed action plan, including:
-Scheduling activities and identifying potential bottlenecks.
-Communicating with the members of the team and ensuring all the roles and responsibilities are distributed and understood.
-Providing for project management tools to coordinate the process.
-Ensuring that the financial resources are available and distributed accordingly.

9. 1.4 Example: Implementation of Engineering Projects
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
The detailed design, tendering, and construction of the infrastructure will take place during this step.
Construction by External Contractors:
Formal written contracts are required where specialist construction or installation work is being undertaken by external contractors. This work should be awarded through a competitive tender process to ensure value for money (LSHTM/WEDC 1998).
Other procurement strategies could be a design and build scheme, and a build, own, operate and transfer conception (BOOT).
The detailed design, tendering, and construction of the infrastructure will take place during this step. Depending on the situation and the complexity the project might be implemented through a formal construction contract or a voluntary community approach.
Formal written contracts are required where specialist construction or installation work is being undertaken by external contractors. This work should be awarded through a competitive tender process to ensure value for money (LSHTM/WEDC 1998). “Other procurement strategies could be a design and build scheme, and a build, own, operate and transfer conception (BOOT). When formal contracts are used, there is the risk of leaving out the social framework and the needs of the users. Therefore, it is necessary to integrate the community during the implementation step, in order to create ownership of the new infrastructure” (NETSSAF 2008).
Source: L. Barreto Dillon

10. 1.4 Example: Implementation of Engineering Projects
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
Construction by the community:
In community-managed projects, the members of the community are involved in the construction and installation of the new infrastructure through (NETSSAF 2008):
voluntary labour agreements
in-kind contribution
food for work scheme
self-help programs where the communities are provided training and resources to carry out the work themselves.
Source: L. Barreto Dillon
In community-managed projects, the members of the community are involved in the construction and installation of the new infrastructure through voluntary labour agreements, in-kind contribution, food for work scheme, and self-help programs where the communities are provided training and resources to carry out the work themselves (NETSSAF 2008). It is generally more cost-effective to use labour from within the community as much as possible. However, there has to be some guarantee of quality and an understanding of the scope of the work. It is useful to have a written agreement between the primary and secondary stakeholders (community and government, say) defining roles and responsibilities and also agreeing the scope of the works. This will avoid confusion or disagreement later on in the project (LSHTM/WEDC 1998).
“It is important to take into account that in urban or peri-urban areas many people already earn a living and would not be prepared to contribute labour to a water supply or sanitation scheme but would rather contribute cash. This situation needs to be assessed at the early stages of a project” (LSHTM/WEDC 1998).

11. 1.4 Example: Implementation of Engineering Projects
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
A strategy for capacity development should be prepared in order to ensure an effective construction, operation and maintenance work.
Training activities will target technicians, masons, users, other service providers. These activities aim at building the required capacities for the implementation and can be carried out through:
workshops
specialised training courses
“learning by doing” approach, among other.
A strategy for capacity development should be prepared in order to ensure an effective construction, operation and maintenance work. Training activities will target technicians, masons, users, other service providers. These activities aim at building the required capacities for the implementation and can be carried out through workshops, specialised training courses, “learning by doing” approach, among other.
Source: L. Barreto Dillon

12. 1.4 Example: Implementation of Engineering Projects
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
Supervision by Experts and Engineers:
Whatever method is selected, the construction and installation activities must be carried out under the supervision of experts and engineers.
The level of supervision required will naturally depend on the complexity of the construction work.
The involvement of the designers is also needed during the construction stage, particularly to answer questions and make changes in the design when improvements and adaptations are required.
Source: L. Barreto Dillon
Whatever method is selected, the construction and installation activities must be carried out under the supervision of experts and engineers. “The level of supervision required will naturally depend on the complexity of the construction work. However, if the design includes any engineering specification, then qualified staff should be available on a full-time basis to oversee construction of the works. The quality of work will suffer if supervision is inadequate because corners may be cut, inferior materials used, and safety compromised (LSHTM/WEDC 1998). The involvement of the designers is also needed during the construction stage, particularly to answer questions and make changes in the design when improvements and adaptations are required.

13. 1.4 Example: Implementation of Engineering Projects
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
A practical implementation plan should be prepared by the implementation team to define real time schedule of delivery of services such as (NETSSAF 2008) :
When the purchase of materials is completed,
When the excavation is finished,
When the structures of the buildings are constructed,
When the commissioning is expected.
A practical implementation plan should be prepared by the implementation team to define real time schedule of delivery of services such as (NETSSAF 2008):
When the purchase of materials is completed,
When the excavation is finished,
When the structures of the buildings are constructed,
When the commissioning is expected.
Other aspects that have to be taken into account during the construction phase are: sourcing, availability of funds, payment procedures, preparation of contracts, supervision of community labour, division of labour between women and men, regular meetings with actors, etc.
Source: N. Zimmerman

14. 1.4 Example: Implementation of Engineering Projects
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
More tips for implementing successful projects (adapted from PHILIP et al 2008)!
Field management staff must make time to establish an atmosphere of candour and trust with partners.
Realistic long-term planning of finances is key!
More tips for implementing successful projects (adapted from PHILIP et al 2008):
Field management staff must make time to establish an atmosphere of candour and trust with partners during implementation so that concerns may be raised (and often resolved) informally.
Realistic long-term planning of finances is key to the implementation of an action plan.
A communication strategy can be used to raise awareness of the positive benefits for the community, as well as explaining that there are necessary trade-offs, such as the introduction of water pricing, which will not please everybody. This will help to further strengthen local ownership of the plan and encourage public participation in the implementation of projects.
At the end of a planning and implementation cycle, a press release is useful to highlight successful stories and announce the publication of a final document such as a water report.
Expectations among stakeholders and the general public are likely to be high following the participatory approach to the development of the preceding stages of the planning process. It is therefore important that actions are visible and demonstrate tangible results early to build confidence in the process.
A communication strategy can be used to raise awareness of the positive benefits for the community,

15. 1.4 Example: Implementation of Engineering Projects
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1. Project Implementation
1.4 Example: Implementation of Engineering Projects
More tips (cont.):
At the end of a planning and implementation cycle, a press release is useful to highlight successful stories and announce the publication of a final document such as a water report.
Expectations among stakeholders and the general public are likely to be high following the participatory approach to the development of the preceding stages of the planning process.
More tips for implementing successful projects (adapted from PHILIP et al 2008):
Field management staff must make time to establish an atmosphere of candour and trust with partners during implementation so that concerns may be raised (and often resolved) informally.
Realistic long-term planning of finances is key to the implementation of an action plan.
A communication strategy can be used to raise awareness of the positive benefits for the community, as well as explaining that there are necessary trade-offs, such as the introduction of water pricing, which will not please everybody. This will help to further strengthen local ownership of the plan and encourage public participation in the implementation of projects.
At the end of a planning and implementation cycle, a press release is useful to highlight successful stories and announce the publication of a final document such as a water report.
Expectations among stakeholders and the general public are likely to be high following the participatory approach to the development of the preceding stages of the planning process. It is therefore important that actions are visible and demonstrate tangible results early to build confidence in the process.

16. 2. Project Management 2.1 A Successful Project:
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2. Project Management
2.1 A Successful Project:
To be successful a Project must (BERR 2007):
Deliver the outcomes and benefits required by the organisation, its delivery partners and other stakeholder organisations.
Create and implement deliverables that meet agreed requirements.
Meet time targets.
Stay within financial budgets.
To be successful a project must (BERR 2007):
Deliver the outcomes and benefits required by the organisation, its delivery partners and other stakeholder organisations.
Create and implement deliverables that meet agreed requirements.
Meet time targets.
Stay within financial budgets.
Involve all the right people.
Make best use of resources in the organisation and elsewhere.
Take account of changes in the way the organisation operates.
Manage any risks that could jeopardise success.
Take into account the needs of staff and other stakeholders who will be impacted by the changes brought about by the project.

17. 2.1 A Successful Project (cont.):
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2. Project Management
2.1 A Successful Project (cont.):
Involve all the right people.
Make best use of resources in the organisation and elsewhere.
Take account of changes in the way the organisation operates.
Manage any risks that could jeopardise success.
Take into account the needs of staff and other stakeholders who will be impacted by the changes brought about by the project.
To be successful a project must (BERR 2007):
Deliver the outcomes and benefits required by the organisation, its delivery partners and other stakeholder organisations.
Create and implement deliverables that meet agreed requirements.
Meet time targets.
Stay within financial budgets.
Involve all the right people.
Make best use of resources in the organisation and elsewhere.
Take account of changes in the way the organisation operates.
Manage any risks that could jeopardise success.
Take into account the needs of staff and other stakeholders who will be impacted by the changes brought about by the project.

18. Project Management 2. Project Management 2.1 A Successful Project:
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2. Project Management
2.1 A Successful Project:
In order to make our project successful we need:
Project Management
All those who have been involved in a project will agree that making a project succeed is not simple. The difficulties are manifold: extreme delays, excessive budget over-runs, inadequate results, dissatisfied end-beneficiaries, high stress among the project team and other undesirable outcomes. Therefore, the purpose of the following slides is to help you to organise, plan and control your projects to make sure you do not encounter these difficulties.

19. 2.2 Definition and Components of Project Management
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2. Project Management
2.2 Definition and Components of Project Management
Project management is a carefully planned effort to accomplish a specific objective, using knowledge, skills, tools, and techniques to plan and implement activities to meet or exceed stakeholder needs and expectations from a project.
Components of project management
1. Team
2. Goal
3. Limited resources
4. Uncertainty (risk)
Project management is a carefully planned effort to accomplish a specific objective, using knowledge, skills, tools, and techniques to plan and implement activities to meet or exceed stakeholder needs and expectations from a project.
The final aim of managing projects in the water and sanitation sector should be to “implement activities identified and planned for in the previous phases in an effective, cost-efficient and high quality way” (MORIARTY et al 2007).
Components of project management (adapted from BAARS 2006)
1. Team: A project team is comprised of a group of people who will realise the project result. The group is often comprised of people who have various backgrounds, each of whom contributes knowledge and skills.
2. Goal: A product result (or goal) is desired. After a project has been completed, something has been realised. A new treatment system has been implemented, a training course has been carried out or an assessment has been done. In many projects, it is necessary to adapt the goal as the project proceeds.
3. Limited resources: The amount of time and money that is available for completing a project is always limited. No project is completely free of time pressure.
4. Uncertainty (risk): One characteristic feature of projects is that their success is never guaranteed beforehand. Even if the desired goal is already being reached, it is uncertain whether it will be achieved within the available budget or within the proposed time. It is not unusual for a project to take three times as long and to cost twice as much as originally estimated. It is also not unusual for only thirty per cent of the original project team members to be working on the project upon its completion.
SOURCE: adapted from BAARS 2006

20. 2.2 Definition and Components of Project Management: Control Factors
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2.2 Definition and Components of Project Management: Control Factors
* Time
* Money
* Information C
* Quality
* People
Although project managers must attend to many matters, they actually direct projects along only five parameters:
* Time
* Money
* Quality
* People (organisation)
* Information
These five parameters, which are often known as the “control factors”, are described further below. The control factors appear in project plans, progress monitoring and project reporting.
The control factors appear in project plans, progress monitoring and project reporting.

21. 2.3 Managing Time (adapted from BAARS 2006)
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2.3 Managing Time (adapted from BAARS 2006)
Deadlines for tasks.
Amount of time that these tasks may take.
Managing time involves ensuring that tasks are completed on time.
Time in project plans:
Determine which activities should take place in which phase.
Estimate how long each activity will take
Determine the order in which activities should be completed.
Allocate people and materials.
Allocate activities over time.
Determine the (most important) deadlines.
The time factor manifests itself in a project in the form of deadlines for tasks and the amount of time that these tasks may take. Managing time involves ensuring that tasks are completed on time.
Time in project plans:
Determine which activities should take place in which phase.
Estimate how long each activity will take
Determine the order in which activities should be completed.
Allocate people and materials.
Allocate activities over time.
Determine the (most important) deadlines.

22. 2.3 Managing Time (adapted from BAARS 2006)
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2. Project Management
2.3 Managing Time (adapted from BAARS 2006)
Developing a time schedule requires knowing the amount of time that is needed for each task, who will complete each task and when.
Time schedules are based on a work-breakdown structure (WBS). A WBS is a decomposition of the tasks that must be completed in order to achieve the project result, such as Work Packages or Activity Packages. Developing a time schedule requires knowing the amount of time that is needed for each task, who will complete each task and when. One frequently used tool for planning time is the bar chart or Gantt chart.
The Gantt chart is a specialised bar chart used to provide a graphical overview and schedule of all tasks to indicate the work elements and dependencies of project. This is a chart with rectangular bars. The length of each bar is proportional to the time value necessary for each task on the work breakdown structure. The final product illustrates the schedule of a project (MANAGING PROJECT RISKS 2009).
Gantt Chart:
The Gantt chart is a specialised bar chart used to provide a graphical overview and schedule of all tasks to indicate the work elements and dependencies of project.

23. 2.4 Managing Money (adapted from BAARS 2006)
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2.4 Managing Money (adapted from BAARS 2006)
The money factor manifests itself in the project budget.
The management of money within a project involves ensuring that the costs remain within the budget.
Money in project plans:
Determine the fees of the team members.
Estimate the hours for the team members.
Assign budgets to team members for specific tasks.
Determine costs for material and tools.
Managing money (adapted from BAARS 2006)
The money factor manifests itself in the project budget. The management of money within a project involves ensuring that the costs remain within the budget. Given that the majority of the costs in most projects are comprised of labour costs, the factors of money and time (the number of labour hours) are closely intertwined.
Money in project plans:
Determine the fees of the team members.
Estimate the hours for the team members.
Assign budgets to team members for specific tasks.
Determine costs for material and tools.

24. 2.4 Managing Money (adapted from BAARS 2006)
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2.4 Managing Money (adapted from BAARS 2006)
Money in project monitoring:
Monitor cash flow.
Negotiate with suppliers.
Determine whether the original cost estimates are still accurate.
Adjust budgets.
Negotiate with customer and/or client concerning budget adjustments.
Money in progress monitoring:
Monitor cash flow.
Negotiate with suppliers.
Determine whether the original cost estimates are still accurate.
Adjust budgets.
Negotiate with customer and/or client concerning budget adjustments.
Money in project reporting:
Compile financial reports and statements.
Analyse definitive financial report.

25. 2.5 Managing Quality (adapted from BAARS 2006)
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2. Project Management
2.5 Managing Quality (adapted from BAARS 2006)
When managing a project, it is particularly important for quality requirements to be determined, agreed upon and recorded in writing during the definition phase.
A clear list of requirements can be checked at the end of the implementation phase.
Quality in project plans:
Establish the desired quality of the project result and the intermediate products.
Establish the desired quality of the carrying out of the various activities in the project.
Managing quality (adapted from BAARS 2006)
The project result must fulfil a number of quality requirements. This also applies to the various intermediate products of the project. When managing a project, it is particularly important for quality requirements to be determined, agreed upon and recorded in writing during the definition phase. These requirements should never remain implicit. A clear list of requirements can be checked at the end of the implementation phase. This can allow the project team to prove that they have carried out the project according to specifications. Additional quality requirements may be specified for various tasks within the project. For example, a particular task can be carried out only by certified personnel.
Quality in project plans:
Establish the desired quality of the project result and the intermediate products.
Establish the desired quality of the carrying out of the various activities in the project.
Quality in progress monitoring:
Test the (intermediate) results.
Address any quality problems.
Quality in the project reporting:
Confirm that the desired quality has been attained.
Address any complaints (particularly in the follow-up phase).

26. 2.6 Managing People (adapted from BAARS 2006)
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2. Project Management
2.6 Managing People (adapted from BAARS 2006)
Determining who will do what from the list of activities.
The soft skills (e.g. motivational techniques, communication skills, leadership styles) that are needed to achieve a goal with a group of people.
Organisation in project plans:
Assemble the team.
Assign authority.
Assign tasks to team members.
Organisation in progress monitoring:
Direct the team.
Monitor human aspects (soft skills).
Mediate between the parties who are involved in the project.
Managing people (adapted from BAARS 2006)
Within a project, the team must be managed. In the narrowest sense, team management involves determining who will do what from the list of activities. In broader terms, it also involves all of the soft skills (e.g. motivational techniques, communication skills, leadership styles) that are needed to achieve a goal with a group of people.
Organisation in project plans:
Assemble the team.
Assign authority.
Assign tasks to team members.
Make agreements concerning the availability of people with other (project) managers and higher management.
Organisation in progress monitoring:
Direct the team.
Monitor human aspects (soft skills).
Mediate between the parties who are involved in the project.

27. 2.7 Managing Information (adapted from BAARS 2006)
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2.7 Managing Information (adapted from BAARS 2006)
The information factor concerns how, by whom and on which basis decisions can be taken
Tools (e.g. project website, issue tracker, notification, joint agenda) will be used for communication.
Information in project plans:
Which information must be provided to whom and in which form?
Which information will be recorded, distributed and archived?
Which information tools will be used?
Managing Information (adapted from BAARS 2006)
The information factor concerns how, by whom and on which basis decisions can be taken, as well as which tools (e.g. project website, issue tracker, notification, joint agenda) will be used for communication. These and other informational issues must be answered before a project can be started. Organisations that regularly work with projects have a number of tools (e.g. Word templates) on hand for handling information within a project.
Information in project plans:
Which information must be provided to whom and in which form?
Which information will be recorded, distributed and archived?
Which information tools will be used?

28. 2.7 Managing Information (adapted from BAARS 2006)
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2.7 Managing Information (adapted from BAARS 2006)
Information in progress monitoring:
Arrange for periodic consultation.
Ensure that the right information is provided to the right person.
Determine whether agreements have been met.
Managing Information (adapted from BAARS 2006)
The information factor concerns how, by whom and on which basis decisions can be taken, as well as which tools (e.g. project website, issue tracker, notification, joint agenda) will be used for communication. These and other informational issues must be answered before a project can be started. Organisations that regularly work with projects have a number of tools (e.g. Word templates) on hand for handling information within a project.
Information in project plans:
Which information must be provided to whom and in which form?
Which information will be recorded, distributed and archived?
Which information tools will be used?
Information in progress monitoring:
Arrange for periodic consultation.
Ensure that the right information is provided to the right person.
Determine whether agreements have been met.
Information in project reporting:
Write the project report.
Information in project reporting:
Write the project report.

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References
BAARS, W. (2006): Project Management Handbook, Version 1.1. URL:
[Accessed: ]
BERR- DEPARTMENT FOR BUSINESS, ENTERPRISE AND REGULATORY REFORM (2007): Guidelines for Managing Projects. London: BERR.
LSHTM/WEDC (1998): Guidance Manual on Water Supply and Sanitation Programmes. London: School of Hygiene & Tropical Medicine and Water, Engineering and Development Centre .
MANAGING PROJECT RISK (2009): Importance of Gantt Charts in Project Management. URL:
MORIARTY, P., BATCHELOR, C. ABD-ALHADI, F. T., LABAN, P. And FAHMY, H. (2007). The EMPOWERS Approach to Water Governance, Guidelines, Methods and Tools. Amman: INWRDAM.
NETSSAF (2008): The NETSSAF Participatory Planning Approach. A Tutorial for Sustainable Sanitation. URL: [Accessed: ]
PHILIP, R., ANTON, B., BONJEAN, M., BROMLEY, J., COX, D., SMITS, S., SULLIVAN, C. A., VAN NIEKERK, K., CHONGUIÇA, E., MONGGAE, F., NYAGWAMBO, L., PULE, R., BERRAONDO LÓPEZ, M. (2008): Local Government and Integrated Water Resources Management (IWRM) Part III: Engaging in IWRM – Practical Steps and Tools for Local Governments. Freiburg: ICLEI European Secretariat GmbH. URL: [Accessed ]
PROJECT MANAGEMENT LEARNING (2010): Advantages and Disadvantages of Project Management.
URL: 29

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