1. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Project Design and Planning Sequence of Systematic Project Design

2. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Problem Analysis Objectives Analysis Alternatives Analysis The sequence of Objectives-Oriented Project Planning (OOPP) Participants Anal. 1. 2. 3. Log. Framework Plan of Operations

3. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Visualization in Participatory Project Planning (VIPP) Make your plan:  Visible  Readable  Changeable  Movable

4. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand PCM Workshop-House Rules 1. Write your own idea on a card. 2. Write only one idea on a card. 3. Describe in a clear and brief sentence. 4. Stick to the facts, and avoid abstraction and generalizations. 5. Write your ideas on the cards before beginning discussion. 6. Obtain a consensus when removing cards from the board.

5. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand ANALYSIS STAGE Problems Analysis Objectives Analysis Stakeholders Analysis Alternative Analysis PLANNING STAGE PDMPlan of Operation (PO)

6. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Problem Analysis Analyze existing situation Identify important problems Define core problem Draw cause effect relationship  Why? Why? –Why? »Why?

7. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Problem Tree Visual representation of the causes and effects of existing negative conditions in the project area and/or sector, in the form of a Problem Tree 1. Select the core problem (focal problem). 2. Identify the direct causes of the core problem. 3. Develop the problem tree downwards (add causes). 4. Identify the direct effects of the core ploblem. 5. Develop the problem tree upwards (add effects). 6. Ensure that “cause-effect” relationships are maintained in the problem tree.

8. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Direct Effects Core Problem Direct Causes CORE PROBLEM CAUSES EFFECTS Problem Tree

9. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Example: Problem Tree Household Income decreases. Farmers Have to work long hours. Rice productivity is low. Arable land is very limited Irrigation system Does not work properly Traditional Farming methods are used.. Main facilities are not well maintained Terminal Facilities Are not well maintained Farmers Do not want To Apply fertilizers Farmers Cannot afford To buy modern equipment CAUSES EFFECTS Core Problem

10. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand SWOT Analysis A SWOT analysis is a subjective assessment of data which is organized by the SWOT format into a logical order that helps understanding, presentation, discussion and decision-making. The four dimensions are a useful extension of a basic two heading list of pro's and con's

11. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand ST RE NG TH S WEAKNESSESWEAKNESSES INVEST ++ Clear matches of strengths and opportunities lead to comparative advantage DEFEND + - Areas of threat matched by areas of strength indicate a need to mobilize resources either alone or with others. DECIDE - + Areas of opportunity matched by areas of weakness require a judgement call: invest or divest; collaborate. DAMAGE CONTROL - - Areas of threat matched by areas of weakness indicate need for damage control or divest.

12. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Strengths Advantages of proposition? Capabilities? Competitive advantages? USP's (unique selling points)? Resources, Assets, People? Experience, knowledge, data? Financial reserves, likely returns? Marketing - reach, distribution, awareness? Innovative aspects? Location and geographical? Price, value, quality? Accreditations, qualifications, certifications? Processes, systems, IT, communications? Cultural, attitudinal, behavioural? Management cover, succession? Philosophy and values?

13. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Weaknesses Disadvantages of proposition? Gaps in capabilities? Lack of competitive strength? Reputation, presence and reach? Financials? Own known vulnerabilities? Timescales, deadlines and pressures? Cashflow, start-up cash-drain? Continuity, supply chain robustness? Effects on core activities, distraction? Reliability of data, plan predictability? Morale, commitment, leadership? Accreditations, etc? Processes and systems, etc? Management cover, succession?

14. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Opportunities Market developments? Competitors' vulnerabilities? Industry or lifestyle trends? Technology development and innovation? Global influences? New markets, vertical, horizontal? Niche target markets? Geographical, export, import? New USP's? Tactics: eg, surprise, major contracts? Business and product development? Information and research? Partnerships, agencies, distribution? Volumes, production, economies? Seasonal, weather, fashion influences?

15. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Weaknesses Political effects? Legislative effects? Environmental effects? IT developments? Competitor intentions - various? Market demand? New technologies, services, ideas? Vital contracts and partners? Sustaining internal capabilities? Obstacles faced? Insurmountable weaknesses? Loss of key staff? Sustainable financial backing? Economy - home, abroad? Seasonality, weather effects?

16. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand translating SWOT issues into actions under the six categories Albert Humphrey advocated that the six categories: Product (what are we selling?) Process (how are we selling it?) Customer (to whom are we selling it?) Distribution (how does it reach them?) Finance (what are the prices, costs and investments?) Administration (and how do we manage all this?)

17. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Environment-Value-Resources Analysis The Analysis of the external environment in which the institution operates. The result: What programs/services we MIGHT DO, might expand, might try, or might drop ? –The clarity of vision, values, formulation of mission statement, and development of culture and priorities. “WHAT WE WANT TO DO” –The analysis of the internal organization, the institution itself its strengths and weaknesses “WHAT WE CAN DO AND CANNOT DO. –The weighing of these analyses and outputs against each other and the making of strategic decisions and action plans. WHAT WE SHOULD DO.

18. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Agree on Priorities Congruence with the purpose and mission of the organization Supports analysis from the SWOT grid Ability to draw on existing skills in the organization Ability to share resources and coordinate activities with other programs Increases organization’s visibility Increase network potential

19. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand Participants/Stakeholder Analysis Identify Key Persons, groups, institutions, organizations, etc. Form categories, beneficiaries, implementors, partners, etc. Analyze the groups Identify consequences of project

20. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand

21. Project Management Learning Program 14-25 July 2008, Mekong Institute, Khon Kaen, Thailand