PROJECT MANAGEMENT IN PRACTISE
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PROJECT MANAGEMENT IN PRACTISE
1
OBJECTIVES OF PRESENTATION
TO PROVIDE A CONTEXT FOR
THE FIVE WORKSHOPS
TO IDENTIFY SOME OF THE
KEY ISSUES THAT YOU
MIGHT WISH TO DISCUSS IN
THE WORKSHOPS
2
HOW TO BUILD A HOUSE
3
PROGRAMMING - Family strategy
IDENTIFICATION – Purchase of
land/geological/hydrological surveys etc.
FORMULATION – Architect’s drawings/planning permission
PROJECT DESIGN – Detailed technical drawings for
builder
IMPLEMENTATION – Building works
MONITORING – Site supervisor
EVALUATION (Building inspector) & AUDIT (wife!!)
4
WORKSHOP 1: PLANNING, PROGRAMMING
AND IDENTIFICATION OF PROJECTS
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MOST PROJECTS START TO GO WRONG AT THE DESIGN
PHASE – WHY?
The project is not clearly derived from national, sector, or regional
policies
It is not “owned” by the beneficiary
Long delays between approval of ToR and project start-up means that
the institutional, financial, legal and policy environment within which
the project is being implemented has changed
The wider and specific objectives are poorly articulated; there are no
linkages between the specific objective and results
The activities do not relate to the results/objectives and/or there is no
logical sequence to the activities
Even if the activities were fully implemented they would be insufficient
to achieve the results and objectives
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The objectives are not objectives but activities
• To train the staff of the Ministry of Environment in approaches to
climate change mitigation and adaptation
• To draft a climate mitigation and adaptation strategy
• To strengthen the capacities of the MoEnv to elaborate, implement
and monitor climate change mitigation and adaptation measures
The results are not results but outputs
• 120 staff of the MoE are trained in approaches to climate change
mitigation and adaptation
• A climate change strategy is adopted
• The legal, regulatory and institutional framework for the
implementation and monitoring of climate change mitigation and
adaptation measures is established
There is no “critical mass” of activities
• Too many different activities/components
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• There are insufficient resources (time, man-days, budget) available to
implement the project
• There are too many resources to allow for the absorption of the
assistance
• The risks are underestimated
• The assumptions are too general
• The project has been designed in such a way that it is unlikely to lead
to sustainability – policy, legal, institutional, technical and financial
sustainability
• There is no project Logframe attached to the ToR, which includes
appropriate indicators of achievement of wider/immediate objectives
and results
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WORKSHOP 2: PROJECT IMPLEMENTATION
THROUGH GOOD PROJECT MANAGEMENT
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• Reviewing/countersigning the Terms of
Reference
• The Beneficiary’s powers
• The role of the Counterpart
• The Contractor’s responsibilities &
limitations
• The role of the Inception Phase
10• TIME, COST, INPUTS AND OUTPUTS
• Are the inputs being delivered on time? If not what are the reasons for the delays?
• Have actions been taken to correct the problems?
• Are the inputs and outputs being provided at the costs anticipated?
• Are the inputs producing the expected outputs? If not, why not?
• Are the outputs producing the expected results? If not, why not?
• THE WORKING RELATIONSHIPS BETWEEN TA TEAM, COUNTERPART &
EUDEL PROJECT MANAGER ARE NOT CONSTRUCTIVE/EFFECTIVE?
• [REMEDIAL] ACTIONS ARE NOT BEING TAKEN IN TIMELY MANNER IN ORDER
TO ACCELERATE THE IMPLEMENTATION PROCESS
• THE PROJECT MANAGEMENT AND COORDINATION ARRANGEMENTS ARE
NOT WORKING
• THE PROJECT ENVIRONMENT HAS CHANGED – EFFECT ON RISKS AND
ASSUMPTIONS
11WORKSHOP 3: INSTITUTION BUILDING
AND HRD FOR EXTERNAL
ASSISTANCE COORDINATION
12• The confusion between institution building and human
resource development
• Institution building – streamlining business processes,
reducing waste and inefficiency, automation,
strengthening inter-institutional coordination
• The “learning institution” /”training institution”
• HRD – training yes, but so much more – career
development/terms and conditions of
employment/grievance and disciplinary procedures
13• The language in which the discourse is conducted is somewhat arcane and is
conceptually limited
• The legal base for the assistance coordination system is outdated
• A lack of strategic guidance to the assistance coordination system
• Lack of institutional coherence – strategic, technical & functional levels
• Procedures for project registration and approval are excessively bureaucratic and
antiquated
• Internal coordination arrangements of the Development Partners are largely ad hoc
• The interface between the Government and the Development Partners through
which a sustained and coherent policy dialogue of the role of external assistance
could be held is currently dysfunctional – no clear point of entry
• Dysfunctionalities inhibit allocation and absorption of funds
14WORKSHOP 4: MONITORING AND REPORTING
15• Monitoring differs from activity reporting/control
• OECD DAC definition of monitoring
• Relevance/Design
• Efficiency
• Effectiveness
• Sustainability (potential)
• Impact (potential)
Developing a monitoring system
• Definition of approach – what is going to be monitored
(policies or external assistance?)
• Preparation of tools and templates (structure of monitoring
reports/on-line/quarterly)
• Definition of institutional division of labour and political
process:
Who prepares the reports?
Who receives and analyses them?
Who is empowered to act upon the recommendations?
16WORKSHOP 5: PROJECT RELATED
TRANSPARENCY AND VISIBILITY REQUIREMENTS
17• EU Visibility requirements
• EaP Visibility requirements
• Developing an awareness,
communications and visibility
strategy
Target audiences
Messages
Media – pamphlets/on-
line/Twitter/Facebook/Youtube
Events
Dissemination
18THAT’S ALL UNTIL NEXT TIME
THANK YOU
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