1. Project Implementation Management for Success

2. Focus of Project Management  managing for results,  ensuring sustainability,  stakeholder participation,  organisational learning, and  reporting. From CIDA’s SAITA project documents

3. What has to be Managed? project, or programme scope; timeframes and scheduling of events; financial resources, costs, recording, reporting; human resources, selection, training; quality of products and performance; communication systems and contacts; contracts, contents and conditions; supplies, requisition, storage, use; risks: financial, physical, political.

4. Accountability Structure Manager must have a clear understanding of his/her accountability to: client, and client team; in some cases, client advisor; financiers; operational, or component managers; experts, and sub-contractors; other interested & affected parties; if a consultant, his/her own company.

5. A typical organisational framework

6. A Question of Loyalties Manager must be able to balance loyalties, without conflict, between: Client; Financier/sponsor; His/her own employer (if a consultant); His team members and in some cases... His/her own set of ethics.

7. The heart of the Manager’s Functions: Listen & Communicate! Listen to client & stakeholders; Communicate with financier & client through regular contact, periodic reports; Communicate with executing team members; Use all available & appropriate media, including the graphic tools mentioned in this presentation; Maintain transparency & accountability.

8. Pitfalls in Execution manager has responsibility but no authority - inappropriate implementation agency design; steering & reporting systems fail, performance measurement system fails; co-ordination & co-operation fail; key participants withdraw; pre-conditions not met, no mitigation plans in place; uncontrolled changes in time, budget, operational plans; Additional pitfalls….?

9. Summary list of why projects fail inexperienced staff in key positions; irregular schedules; inexperienced managers; inconsistent, unclear objectives; unstructured work assignments; lack of performance indicators, monitoring and evaluation; failure to learn from experience. Adapted from “Direction Newsletter.” www.smartbiz.com

10. And why projects succeed experienced staff in key posts; clear and regular schedules; experienced managers; stable and clear objectives; structured, organised work assignments; clear performance indicators, regular monitoring; learning from experience Adapted from “Direction Newsletter.” www.smartbiz.com

11. If You Use Consultants & Contractors View them as: Partners, not combatants, with operational opportunities/constraints unlike your own; Extension of pool of skills; Extension of pool of machines and equipment.