1. Donald Rukare Human Rights & Good Governance Program – EU 4th September 2008 Center for Human Rights University of Pretoria Projects and Project Management

2. Today’s Menu….. Defintion of key concepts Project Selection Project Planning Execution of Project Project Closure

3. What is a Project? An endeavour in which human, material and financial resources are organised in a novel way to undertake a unqiue scope of work, of given specification, with constraints of cost and time, so as to achieve benefical change defined by qualitative and quantitative objectives [ Turner J.R. 1993]

4. What is a Project? A Project is a planned set of action actitvities meant to achieve specific objectives using allocated scared resources. These activities are to be performed within a specified period of time [Leister: 1993] A temporary endeavour undertaken to create a unique product or service [ Project Mangment Institute : 2000]

5. What is a Project? A project is a process aimed at achieving specified objectives. The term project refers to a process and not the end product or result A process can be defined as a series of actions or operations directed toward particular result. For example, a completed human rights commisssion office block is not the project but is the product of the project The product of the process usually has a life well beyond the process Eg adopting a human rights culture, attitudinal change

6. Project Attributes A project is underpinned by a number of charateristics or attributes which include, Unique - that is it is a once off discrete undertaking and normally not repeated in the same way. Finite- that is it time bound, has a start and end point. It is also finite in content that is activities, objectives and organisations Multiple resources- each project has a mix of skills, technologies and resources human and non human which are brought together for a specific objective It requires team work which usually cuts acrosss conventional lines of authority and organisational structures

7. Project Attributes Dynamic enviroment as compared to conventional enterprises Distinctive and unique style, start out slow, progressively build up to peak and final closure. Some get integrated into mainstream Discrete end objectives- objectives to be achieves in a specified time, cost and quality. Change- project intends to create change Progressive elaboration of specifications, project response to a problem.

8. Budget Support Budget support in essence means that assistance is given to the whole budget and not to specific activities or projects Budget support is becoming more the modality of choice due to the disadvantages of projects such as (1) sustainability (2) exit nightmare (3) lack of integration (4) high transactions costs

9. Basket Funding The use of basket funds in which funds are commonly pulled by various development partners under the lead of one is now an emerging funding and coordination feature especially with NGO’s and National Human Rights Institutions

10. Project Management Cycle (PMC) PMC is the framework around which project management activities are structured

11. Project Selection/ Initation Project Initiation Phase is the 1st phase in the Project Management Life Cycle, as it involves starting up /selecting up a new project. You can start a new project by defining its objectives, scope, purpose and deliverables to be produced. You’ll also hire your project team, setup the project office and review the project, to gain approval to begin the next phase.

12. Project Selection/ Initatitation It will help you identify the, beneficiaries, detailed benefits and costs of your solution, giving your donor confidence that the solution recommended is the most viable solution available. This will help you to gain approval of the business case and secure the funding you need, to get started.

13. Project Initiation Phase – Six Steps 1.Develop a Proposal/ funding case It will help you identify the detailed benefits and costs of your solution, giving your donor confidence that the solution recommended is the most viable solution available. This will help you to gain approval of the proposal and secure the funding you need, to get started. Research the problem or opportunity Identify the alternative solutions available Quantify the benefits and costs of each solution Recommend a preferred solution to your donor Identify any risks and issues with implementation Present the solution for funding approval

14. Project Initiation Phase – Six Steps 2. Undertake a Feasibility/baseline/problem analysis Study. Research the problem or opportunity Document the requirements for a solution Identify all of the alternative solutions available Review each solution to determine its feasibility List any risks and issues with each solution Choose a preferred solution for implementation Document the results in a feasibility report

15. Project Initiation Phase 3. Establish the Project Document/ Charter Writing the Project Document/ Charter is typically one of the most challenging steps in the Project Life Cycle, as it defines the parameters within which the project must be delivered. Its sets out the project vision, objectives, scope and implementation, thereby giving the team clear boundaries within which the project must be delivered. Identify the project vision and objectives Define the complete scope of the project List all of the critical project deliverables State the beneficiaries and project stakeholders List the key roles and their responsibilities Create an organizational structure for the project Document the overall implementation plan Some use a log frame matrix ( 4 column by 4 row matrix) project summary, goal, purpose, outputs, verifiable indicators, means of verification, assumptions and risks List any risks, issues and assumptions

16. Project Initiation Phase 4. Appoint the Project Team Completing a Job Description is actually a time consuming and challenging task, as it defines the targets for a role. It also defines how those targets are going to be measured and how the performance of the role will be assessed. This template will help you to create Job Descriptions for your organization, faster than ever before. Define the real purpose of the role List the key responsibilities of the role [ balance additional roles] Define who this role will be reporting to create a detailed organizational chart List the skills and experience needed Define any relevant qualifications Set out the key performance criteria Identify the salary and working conditions

17. Project Initiation Phase 5. Set up the Project Office Establishing a Project Management Office is a challenging task. You need to put in place the right PMO tools to support projects adequately and ensure project buy-in. Identify the right location for your PMO team Ensure that you have the correct infrastructure Procure the right PMO equipment and tools Define the PMO roles and responsibilities Put in place suitable standards and processes Implement relevant project management templates Offer Project Management Office services to projects.

18. Project Initiation Phase 6. Perform a Phase Review First, a Project Review is conducted to measure the deliverables produced by the project, then the results of the review are documented on this Phase Review Form which is presented to the donor for approval. Phase reviews are conducted at the end of the Initiation, Planning and Execution phases within a project. This form helps you to complete a phase review for the Project Initiation phase within the Project Life Cycle. Project is currently delivering to schedule Budget allocated was sufficient at this point Deliverables have been produced and approved Risks have been controlled and mitigated Issues were identified and resolved Changes were properly managed Project is on track

19. Project Selection Each donor has its selection procedures - Call for proposals ( CFP), guidelines, budget ceilings, themes of support etc - In house selection by donor - Direct approach by donor or applicant What drives inititation of a project need or money (dutch disease)?

20. Project Planning The Project Planning Phase is the second phase in the project life cycle. It involves creating of a set of plans to help guide your team through the execution and closure phases of the project. The plans created during this phase will help you to manage time, cost, quality, change, risk and issues. They will also help you manage staff and external suppliers, to ensure that you deliver the project on time and within schedule. There are 10 Project Planning steps you need to take to complete the Project Planning Phase efficiently.

21. Project Planning… 1. Create a Project Plan The Project Plan is the most important document in the project, as it provides the Project Manager with a roadmap ahead, and it tells them during the journey whether they are on-track. Identify all of the phases, activities and tasks Sum up the effort needed to complete those tasks Document all of the project inter-dependencies List the planning assumptions and constraints Create a detailed project planning schedule Define the project scope & milestones Identify the work breakdown structure Set and agree the target delivery dates Monitor and control the allocation of resource Report on the progress of the project, to the donor

22. Project Planning… 2. Create a Resource Plan The 3 types of resources you will need are; labor, equipment and materials. Identify the quantity of labor, equipment and materials needed to deliver your project Types of labor required for the project roles and key responsibilities for each labor type Number of people required to fill each role Items of equipment to be used and their purposes Types and quantities of equipment needed Total amount of materials needed Plan the dates for using or consuming these resources Identify the amount of resource required per project activity Create a detailed resource utilization schedule

23. Project Planning… 3. Create a Financial Plan Financial Plans enable you to set a "budget", against which you measure your expenditure. To deliver you project "within budget", you need to produce the project deliverables at a total cost which does not exceed that stated in the budget Types of labour costs to be incurred during the project Items of equipment needed to deliver the project Various materials needed by the project Unit costs for labor, equipment and materials Other costs types such as administration Amount of contingency needed

24. Project Planning… Finance Plan assits in preparing the budget by: -Calculating the total cost involved in completing the project - Identifying the total cost of each project activity - Creating a schedule of expenses Creating a project budget is an extremely important part in any project, as it gives you a goal post for delivering the project.

25. Project Planning…. 4. Create a Quality Plan It will help you to set quality targets for your project to ensure that the deliverables produced, meet the needs of your beneficiaries. It enables you to agree a set of quality targets with your beneficiaries. It then helps you to monitor and control the level of quality produced by the project, to ensure that you meet the quality targets set Identifying the customers requirements Listing the project deliverables to be produced Setting quality criteria for these deliverables Defining quality standards for the deliverables Gaining your beneficiaries agreement with the targets set

26. Project Planning… 5. Create a Risk Plan Define Risk Management, as it applies to your project Identify the categories of risk which are relevant List all of the types of risks which may occur Determine the likelihood of the risks occurring Calculate the impact on the project if risk does occur Rank the risks identified in order or priority Identify actions to take to prevent risk from occurring List contingency actions to take, in the event that risk does occur Create a risk schedule, which allocates timeframes to your risk actions Implement a process to monitor and control risks throughout the project

27. Project Planning… 6. Create a Acceptance Plan Gaining beneficiaries acceptance through acceptance test planning is an important part of any project, as it allows the customer to accept the deliverables you have produced for them. Identifying the acceptance milestones in your project plan Creating a full list of all project deliverables Listing the criteria for gaining beneficiaries acceptance Putting in place, acceptance standards to be met

28. Project Planning… 7. Create a Procurement Plan Defining your procurement requirements Listing all of the goods and services to be procured Creating a sound financial justification for procuring them Researching the market to identify available products to procure Confirming the current market value of each product required List all of the tasks involved in procuring your products Schedule those tasks by allocating timeframes and resources Create a robust procurement management process for your project

29. Project Planning… 8. Create a Communications Plan Communication Plan will help to communicate the right information, to the right people, at the right time. It will also help you create a schedule of communications events to ensure that your stakeholders are always kept properly informed, ensuring their continued buy-in and support. Listing your communications stakeholders Defining each stakeholders communication needs Identifying the required communications events Determining the method and frequency of each event Allocating resource to communications events Building a communication event schedule

30. Project Planning… 9. Contract the Suppliers Tender Management Process [be clear on what regulations apply from the onset] State of Work -Defining the type of supplier that you wish to purchase from - Listing and describing the materials and equipment you need - Specifying the deliverables to be provided by the supplier - Stating your terms and conditions for payment

31. Project Planning… Request for Information - Defining your procurement management process - Telling suppliers how to register an interest in working with you -Specifying the rules and timeframes for engaging with suppliers - Listing all of the information you need from suppliers, to select a supplier shortlist. - This may information include the suppliers company background, customers, products, services and pricing information

32. Project Planning… Request for proposals - Tell suppliers about your procurement process - Explain the purpose of the RFP document to suppliers - Inform suppliers of the infomration that you need from them - Make your preferred supplier decision

33. Project Planning… Tender Register The Tender Register tracks the current status of each Tender Form within your project or organization. For example, it records the: Types of Tender Forms released Release date and release details Status such as; Approved, Released, Distributed Outcome of the release of the Tender Forms Develop a monitoring and evaluation system ( M&E)

34. Project Planning… 10. Phase Review Project is currently delivering to schedule Budget allocated was sufficient at this point Deliverables have been produced and approved Risks have been controlled and mitigated Issues were identified and resolved Changes were properly managed Project is on track Document the results of your Project Reviews Clearly communicate the progress of your project to your donor List any risks or issues which have impacted the project Show donor the deliverables produced to date Seek approval to proceed to the next phase

35. Project Execution The third phase in the project life cycle. In this phase, you will build the physical project deliverables and present them to your beneficiaries for sign off. The Project Execution Phase is usually the longest phase in the project life cycle and it typically consumes the most energy and the most resources. To enable you to monitor and control the project during this phase, you will need to implement a range of management processes. These processes help you to manage time, cost, quality, change, risks and issues. They also help you to manage procurement, beneficaries acceptance and communications.

36. Project Execution 1. Time Managment Put in place a process for recording time within projects Use Timesheets to monitor the time spent by staff Control time spent by implementing Timesheet approvals Monitor project progress by using a Timesheet Register Identify and resolve time management issues Keep your Project Plan up-to-date at all times

37. Project Execution 2. Cost Management To deliver your project "within budget", it's essential that you put in place an efficient process for managing project costs. This project cost management process will help you to do this. Identify each of the costs within your project Ensure that expenses are approved before purchasing Keep a central record of all costs incurred Control the overall cost of your project

38. Project Execution 3. Quality Management Quality Management is typically defined as the ability of your team to produce deliverables which meet the needs of your beneficiaries Set Quality Targets to be met by your team Say how those quality targets will be measured Take the actions required to accurately measure quality Identify quality issues and quality improvement actions Report on the overall level of quality achieved Quality Management is a critical process within any project, as it helps you to ensure that the deliverables produced, actually meet the requirements of your beneficaries.

39. Project Execution 4.Change Management Change Management is a core Project Management function, and it is critical to achieving success. This is because change usually affects your ability to deliver your project within scope, therefore increasing your costs and delivery timeframes. Identify the requirements for change within your project Put in place a process for submitting Change Requests Determine the feasibility of changes requested Formally approve each change before they occur Schedule change to happen, when you want it to happen Review the impact of each change on your project

40. Project Execution 5. Risk Management All businesses and projects are subject to constant risk. The key to success lies in how you manage risks, by putting in place a clear Risk Management Process. Identify critical and non-critical risks Document each risk in depth by completing Risk Forms Log all risks and notify management of their severity Take action to reduce the likelihood of risks occurring Reduce the impact on your business, should risk eventuate

41. Project Execution 6. Procurement Management Procuring goods and services from external suppliers can be a critical path activity for many projects. Often, the performance of the supplier will reflect on the performance of the overall project team. It's therefore crucial that you manage your suppliers performance carefully, to ensure that they produce deliverables which meet your expectations Identify the goods and services that you wish to procure Complete Purchase Orders and issue them to suppliers Agree on delivery timeframes and methods Receive goods and services from suppliers Review and accept the items procured Approve supplier payments

42. Project Execution 7. Acceptance Management Although delivering your project on time and within budget is important, it is critical that the deliverables produced, actually meet the needs of your customer Determine when your deliverables are complete and ready for acceptance Involve your user and project team in user acceptance tests Schedule and complete user acceptance testing activities Use acceptance forms to document the results Request your customers acceptance decision Communicate the acceptance testing results

43. Project Execution 8.Communications Management Keeping your project stakeholders properly informed is a key activity within any project. Whether it's through project status reports, regular project meetings or informal email, you can ensure that the right messages are distributed about the progress of your project. This will help your project team and external stakeholders to remain focused on delivery and to provide you with all of the support you need to deliver your project successfully. Identify the messages that need to be sent Determine your target audience for communication Decide on your message format and timing Draft your message and gain approval where required Communicate your message, through communications events Gather feedback and improve your communication processes

44. Project Execution 9. M&E Under take M&E Can be internal or external

45. Project Execution 10. Phase Review Project is currently delivering to schedule Budget allocated was sufficient at this point Deliverables have been produced and approved Risks have been controlled and mitigated Issues were identified and resolved Changes were properly managed Project is on track

46. Closure The Project Closure Phase is the fourth and last phase in the project life cycle. In this phase, you will formally close your project and then report its overall level of success to your donor. Project Closure involves handing over the deliverables to your customer, passing the documentation to the business, cancelling supplier contracts, releasing staff and equipment, and informing stakeholders of the closure of the project. After the project has been closed, a Post Implementation Review is completed to determine the projects success and identify the lessons learned.

47. Closure Closure Report -Identifying the project completion criteria - Listing any outstanding activities or deliverables - Creating a plan for passing deliverables to your beneficaries - Planning the handover of project documentation - Ceasing supplier contracts and agreements - Releasing projects resources to the business - Communicating the closure of the project

48. Closure Review Project Completion Measuring the benefits and objectives Deciding whether the project was within scope Assessing the final deliverables produced Reviewing the project against schedule Comparing the expenditure against budget Stating the final outcome of the project

49. Closure The first step taken when closing a project is to create a Project Closure Report. It is extremely important that you list every activity required to close the project within this Project Closure report, to ensure that project closure is completed smoothly and efficiently. Once the report has been approved by your sponsor, the closure activities stated in the report are actioned. Between one and three months after the project has been closed and the business has begun to experience the benefits provided by the project, you need to complete a Post Implementation Review. This review allows the business to identify the level of success of the project and list any lessons learned for future projects.

50. Human Rights Based Approach to PMC “ A human rights-based approach – bringing human rights standards and values to the core of everything we do – offers the best prospect of leveraging our influence to empower people to advance their own claims, to prevent discrimination and marginalisation, and to bridge the accountability deficits that have chronically crippled development progress. Under a rights-based approach, participation in development is a matter of right rather than charity. Essential to the very definition of human rights is the existence of claims and corresponding obligations at various levels of government and society. In each situation we confront, a rights-based approach requires us to ask: What is the content of the right? Who are the human rights claim-holders? Who are the corresponding duty-bearers? Are claim-holders and duty-bearers able to claim their rights and fulfil their responsibilities? If not, how can we help them to do so? This is the heart of a human rights-based approach.” [Opening Statement of the High Commissioner for Human Rights, to the Second Inter-Agency Workshop, ‘Implementing a Human Rights-based Approach in the Context of UN reform’, 5-7 May 200, Stamford, NY, U.S.A.]

51. HRBA and PMC At each stage apply the five Principles of Human Rights Based Development: 1. International Legal framework 2. Participation 3. Empowerment 4. Prioritise vulnerable groups & address discrimination 5. Accountability At country or community level, adapt this to form your own checklist in collaboration with partners and stakeholders.

52. Conclusion PMC is informed by 4 stages (1) project initation/selection (2) project planning (3) project execution and (4) project closure. It is vital that the beneficaries are included from the onset especially in the project initation and planning. Very often projects tend to be top bottom and end up be irrelevant to the needs of the benefiacires. HRBA approach to PMC is one way of ensuring that the beneficary at the the heart of the project