The three key principles of project management are planning, communication, and risk management. Planning involves defining the project activities, schedule, resources, and dependencies. Communication involves regularly informing all stakeholders about the project. Risk management involves identifying, evaluating, and mitigating potential risks to the project. Regular monitoring and adaptation are also important aspects of effective project management.
3. INTRODUCTION – Background Marten Schoonman
University of Wageningen, the Netherlands
Junior Project Manager (Research Information Management, Organon)
Project Manager
Programme Manager
Account manager (Information Services Department, Organon)
Project Manager
Head Project Management (e-Marketing, Organon)
Project / Business Manager (Media Focus on Africa Foundation)
4. Exercise
E What is a project?
E ‘Grand collection of projects’
5. INTRODUCTION - Definitions
Characteristics of a Project:
• A project has a beginning and an end
• A project has limited resources
• A project follows a planned, organized method
to meet its objectives with specific goals of
quality and performance
• Every project is unique
• A project most often involves change
Project is therefore not the same as a
Programme or an Operation.
Change is not made without inconvenience, even from worse to better
[S. Johnson
6. INTRODUCTION - Definitions
Project – Definition
A project is a temporary effort made up of a set of
related activities undertaken to achieve a unique
goal or objective within specific constraints
Management – Definition
A process of setting and achieving goals through:
planning, organizing, directing and controlling;
Utilizing human, financial and material resources.
7. INTRODUCTION - Definitions
Project – Definition
A project is a temporary effort made up of a set of
related activities undertaken to achieve a unique
goal or objective within specific constraints
Management – Definition
A process of setting and achieving goals through:
planning, organizing, directing and controlling;
Utilizing human, financial and material resources.
The art of getting things done through other people
8. INTRODUCTION - Definitions
Project is a single, non-repetitive enterprise. It is usually undertaken
to achieve PLANNED RESULTS within the TIME LIMIT and a COST
BUDGET
Budget
Quality Schedule
9. INTRODUCTION - Definitions
Project is a single, non-repetitive enterprise. It is usually undertaken
to achieve PLANNED RESULTS within the TIME LIMIT and a COST
BUDGET
Budget
E WHICH IS THE MOST IMPORTANT
CORNER IN THIS BALANCE?
Quality Schedule
10. INTRODUCTION – Project examples
DREAM or
PRIVATE
WISH
1. Buying a plot of land
2. Building a house
3. Having a baby
4. Buying a family car
WORK
1. Setting up an VCT centre
2. Rolling out new mobile network
3. Implementing a new financial system
4. Starting a new department
11. INTRODUCTION – Project examples
DREAM or
PRIVATE
WISH
1. Buying a plot of land
2. Building a house
3. Having a baby
4. Buying a family car
WORK
1. Setting up an VCT centre
2. Rolling out new mobile network
3. Implementing a new financial system
4. Starting a new department
12. INTRODUCTION – Project types
R&D IT
Technology change
projects projects
Construction Business
projects projects
Low high
Requirements change
15. Exercise
J A part of a project
K A person or group with an interest in the project
A A problem or challenge
L A project activity that has a starting and finishing point
M A project within another project
A temporary effort made up of a set of related activities undertaken to achieve a unique goal or
I objective within specific constraints
B A vehicle for implementing an organization’s strategy
T A view that graphically shows the project schedule over time
S Management lessons which may be used to improve the execution of future projects
C Raise an issue higher and higher in management until it is solved
N Spare or extra time
P The amount of time a task will take to finish
O The initial project schedule
G The outcome of a process which is both definable and measurable also called milestone
H The outcome of a process which is both definable and measurable, also called deliverable
E The people, material, equipment or facilities required to complete a task
Q The person chiefly responsible for leading the project to a successful outcome
R The possibility of something going wrong in the future
D The sum total of all of its products and their requirements or features
F Work breakdown structure; hierarchical organization of project phases, tasks and end products
16. Exercise
1 Deliverable G The outcome of a process which is both definable and measurable also called milestone
2 Duration P The amount of time a task will take to finish
3 Escalation C Raise an issue higher and higher in management until it is solved
4 GANTT chart T A view that graphically shows the project schedule over time
5 Issue A A problem or challenge
6 Lessons S Management lessons which may be used to improve the execution of future projects
learned
7 Milestone H The outcome of a process which is both definable and measurable, also called
deliverable
8 Baseline O The initial project schedule
9 Phase J A part of a project
10Programme B A vehicle for implementing an organization’s strategy
11Project I A temporary effort made up of a set of related activities undertaken to achieve a unique
goal or objective within specific constraints
12Resource E The people, material, equipment or facilities required to complete a task
13Risk R The possibility of something going wrong in the future
14Scope D The sum total of all of its products and their requirements or features
15Slack N Spare or extra time on non
16Sponsor Q The person chiefly responsible for leading the project to a successful outcome
17Stakeholder K A person or group with an interest in the project
18Subproject M A project within another project
19Task L A project activity that has a starting and finishing point
20WBS F Work breakdown structure; hierarchical organization of project phases, tasks and end
products
18. PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants
engaged…provide leadership on the science capacity-building
components…work closely with research networks…provide regular and
accurate management reports…review the effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and
evaluation…possesses the ability to think critically and strategically about
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to keep it
confidential…the ability to undertake multiple tasks concurrently…creates a
Project environment that is inclusive of all cultures and backgrounds…
determines priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership…
teambuilding… conscious of the politics of organizations… resolves conflicts…
19. PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and
consultants engaged…provide leadership on the science capacity-building
components… work closely with research networks…provide regular and
accurate management reports…reviewthe effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and
evaluation…possesses the ability to think critically and strategically about
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to keep it
confidential…the ability to undertake multiple tasks concurrently…creates a
Project environment that is inclusive of all cultures and backgrounds…
determines priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership…
teambuilding… conscious of the politics of organizations… resolves
conflicts…
20. PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants
engaged…provide leadership on the science capacity-building
components…work closely with research networks…provide regular and
accurate management reports…review the effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and
evaluation…possesses the ability to think critically and strategically about
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to keep it
confidential…the ability to undertake multiple tasks concurrently…creates a
Project environment that is inclusive of all cultures and backgrounds…
determines priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership…
teambuilding… conscious of the politics of organizations… resolves conflicts…
21. PROJECT MANAGER – Skills and competences
Under the leadership of the G&D Leader, the AWARD Project Manager will:
…plan and manage the day-to-day delivery…supervise the staff and consultants
engaged…provide leadership on the science capacity-building
Balance
components…work closely with research networks…provide regular and
accurate management reports…review the effectiveness and efficiency of
systems, procedures, etc…take a lead role in internal monitoring and
evaluation…possesses the ability to think critically and strategically about
Technical skills <> Behavioral skills
technical/administrative approaches and issues…judgment: demonstrates a
sound understanding of when to share information and when to keep it
confidential…the ability to undertake multiple tasks concurrently…creates a
Project environment that is inclusive of all cultures and backgrounds…
determines priorities soundly… result-oriented… communication…
responsibility… reliable… accurate… eye for detail… leadership…
teambuilding… conscious of the politics of organizations… resolves conflicts…
33. PROJECT MANAGEMENT CYCLE
INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It
may include some initial planning and estimating to clarify its objective and scope.
PLAN - This phase includes two distinct components; the development of plans that are
required as part of the proposal – core planning, and the plans to manage the implementation
of the project – facilitation planning.
IMPLEMENT . Implementation includes taking all necessary actions to ensure the activities in
the project plan are completed and the outputs of the plan are produced. Includes task
assignments and authorizations to execute plans.
MONITOR - Monitoring is about measuring the progress of a project against its objectives,
looking at deviations from the plan and deciding on corrective steps to put the project back on
track. It looks at the log-frame indicators and schedule and budget targets.
ADAPT - This phase refers to the process by which the project manager adapts its project
management methods from the insights and learning that was captured. It also refers to the
changes that need to be incorporated in the original processes, approaches, strategies and
methods planned to deliver the project interventions
CLOSE - The closing phase of the project is when the project has achieved the planned
objectives and all deliverables have been produced. The phase also includes the project
evaluation to see if the original objectives were achieved or not
34. PROJECT MANAGEMENT CYCLE
INITIATE - This phase is where an idea or a proposal is authorized and funded as a project. It
may include some initial planning and estimating to clarify its objective and scope.
PLAN - This phase includes two distinct components; the development of plans that are
required as part of the proposal – core planning, and the plans to manage the implementation
Planning is important for:
of the project – facilitation planning.
• getting an overview of what needs to be done
IMPLEMENT . Implementation don’t forget anything
• making sure you includes taking all necessary actions to ensure the activities in
the project• plan are completed and the outputs in the plan are produced. Includes task
making sure you handle things of the right order
• being able to know what the finish
assignments and authorizations to execute plans. date is
MONITORWhen Planning you measuring opportunity to:a project against its objectives,
- Monitoring is about have the the progress of
looking at • include lessons learned and beston corrective steps to put the project back on
deviations from the plan and deciding practices
track. It looks at the log-frame indicators and schedule and budget targets.
• inform others what is going to happen
• inform others to why, when and what you will manager adapts
ADAPT - This phase refers by the process by which the project need them for its project
• get reviews from insights and learning nothing is left out
management methods from theothers to make surethat was captured. It also refers to the
changes that need to be incorporated in the original processes, approaches, strategies and
methods planned to deliver the project interventions
CLOSE - The closing phase of the project is when the project has achieved the planned
objectives and all deliverables have been produced. The phase also includes the project
evaluation to see if the original objectives were achieved or not
35. PROJECT MANAGEMENT CYCLE
TIPS
• Input from others; Experts, books, lessons
learned, Brainstorms, Cross-check, reviews
• Break big challenge down into small pieces
• Begin with the end in mind (S. Covey)
• Use risks as a guide – start with high impact
/ high likelihood risks first
36. PROJECT MANAGEMENT CYCLE
TIPS
• Focus on the shortest path to result / critical
path
• Visualize, display and repeatedly
communicate
• Search for buy-in from the ‘stakeholders’
• Prioritization; use action lists
38. PROJECT MANAGEMENT – The three principles
1. PLANNING..
2. COMMUNICATION..
3. RISK MANAGEMENT..
39. PROJECT MANAGEMENT – The three principles
1. PLANNING – the process of (1) defining what will
happen in the project, how it is prepared, by whom
and when, the cost and any dependencies. (2)
monitoring and adjustment.
2. COMMUNICATION – the process of (1) informing all
‘stakeholders’, beneficiaries, workers, colleagues,
sponsors / donors, media; (2) Getting and
maintaining buy-in of decisions makers;
(3) Listening.
3. RISK MANAGEMENT – the process of identification,
evaluation and mitigation of any project risk.
40. PROJECT MANAGEMENT – The three principles
1. PLANNING – the process of (1) defining what will
happen in the project, how it is prepared, by whom
and when, the cost and any dependencies. (2)
monitoring and adjustment.
2. COMMUNICATION – the process of (1) informing all
‘stakeholders’, beneficiaries, workers, colleagues,
sponsors / donors, media; (2) Getting and
maintaining buy-in of decisions makers;
(3) Listening.
3. RISK MANAGEMENT – the process of identification,
evaluation and mitigation of any project risk.
41. 1. PLANNING
Planning is bringing the future into the present so that you can do
something about it now” (Alan Lakein)
42. PROJECT PLANNING
Time
wasting
Planning detail
High risk;
plan more
Low high
Project complexity
43. PROJECT PLANNING
Time
wasting
Planning detail
High risk;
Project complexity; can be defined as one
where there are:
plan more
• Many tasks
• Many dependencies
Low high
• Many resources
Project complexity
44. PROJECT PLANNING – SMART objectives
Letter Major Term Minor Terms
S Specific Significant, Stretching, Simple
M Measurable Meaningful, Motivational, Manageable
A Attainable Appropriate, Achievable, Agreed,
Assignable, Actionable, Action-oriented[,
Ambitious
R Relevant Realistic, Results/Results-
focused/Results-oriented, Resourced,
Rewarding
T Time-bound Time framed, Timed, Time-based,
Timeboxed, Timely, Timebound, Time-
Specific, Timetabled, Trackable, Tangible
Source: http://en.wikipedia.org/wiki/SMART_criteria
45. PROJECT PLANNING – SMART objectives
Letter Major Term Minor Terms
S Specific Significant, Stretching, Simple
M Measurable Meaningful, Motivational, Manageable
A Attainable Appropriate, Achievable, Agreed,
Example: To train 12 trainers for two days Action-oriented[,
Assignable, Actionable, on microfinance
by December 31st 2010.Ambitious
R Relevant Realistic, Results/Results-
focused/Results-oriented, Resourced,
Rewarding
T Time-bound Time framed, Timed, Time-based,
Timeboxed, Timely, Timebound, Time-
Specific, Timetabled, Trackable, Tangible
Source: http://en.wikipedia.org/wiki/SMART_criteria
46. Exercise
E Write down two SMART objectives
SMART
1.
2.
47. PROJECT PLANNING
Determine requirements
Collect the requirements in a
Terms of Reference:
1. Background
2. Objectives
3. Scope
4. Constraints
5. Assumptions
6. Reporting
7. Deliverables and Milestones
8. Cost Benefit
9. Finance
48. PROJECT PLANNING
Determine requirements Determine possible solutions
Collect the requirements in a Collect findings in a
Terms of Reference: Feasibility study:
1. Background 1. Objectives
2. Objectives 2. Scope
3. Scope 3. Success criteria
4. Constraints 4. Performance requirements
5. Assumptions 5. Impact on organization and
6. Reporting other systems
7. Deliverables and Milestones 6. Risks
8. Cost Benefit 7. Recommended solution
9. Finance 8. Alternative solutions
9. Cost benefit
50. PROJECT PLANNING
Key elements of Project Schedules:
1. To communicate across the project team, client
and line management
2. Technical excellence will not compensate for non
communicating schedules
3. Poor layout can destroy schedules
4. Simplicity is essential
5. They must be updated
51. PROJECT PLANNING
TASKS STRUCTURE
Research
Material
development
Education
now
TIME
65. PROJECT PLANNING
PERT chart for a project with five milestones (10 through 50) and six
activities (A through F). The project has two critical paths: activities B
and C, or A, D, and F – giving a minimum project time of 7 months with
fast tracking. Activity E is sub-critical, and has a float of 2 months.
PERT = Program Evaluation and Review Technique
66. PROJECT PLANNING
Advanced schedule networking:
Network = an illustration of the interdependency of project tasks
Critical Path = the sequence of project network activities which
add up to the longest overall duration.
Slack = spare or extra time on non-critical paths
Time estimates: 1. Optimistic 2. Pessimistic 3. Most likely
Expected time for a task = (Optimistic + Pessimistic + 4xMost
likely) / 6
Expected time for a project = Sum of expected times along the
project’s critical path
67. PROJECT PLANNING
Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt
From numerous studies from1998 for traditional project management methods, only 44%
of projects typically finish on time, projects usually complete at 222% of the duration
originally planned, 189% of the original budgeted cost, 70% of projects fall short of their
planned scope (technical content delivered), and 30% are cancelled before completion.
Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.
CCPM aggregates the large amounts of safety time added to many subprojects in project
buffers to protect due-date performance, and to avoid wasting this safety time through bad
multitasking, student syndrome, Parkinson's Law and poorly synchronized integration.
Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management
68. PROJECT PLANNING
Critical Chain Project Management (CCPM) - Eliyahu M. Goldratt
From numerous studies from1998 for traditional project management methods, only 44%
Student syndrome refers to the phenomenon
of projects typically finish on time, projects usually complete at 222% of the duration
that many people will start to fully apply
originally planned, 189% of the original budgeted cost, 70% of projects fall short of their
themselves to a task just at the last possible
planned scope (technical content delivered), and 30% are cancelled before completion.
moment before a deadline. This leads to wasting
any buffers built into individual task duration
estimates
Using CCPM : 95% on-time and on-budget completion when CCPM is applied correctly.
Parkinson's Law: the demand upon a resource
CCPM aggregates the large amounts of safety time added to many subprojects in project
tends to expand to match the supply of the
buffers to protect due-date performance, and to avoid wasting this safety time through bad
resource
multitasking, student syndrome, Parkinson's Law and poorly synchronized integration.
Source: http://en.wikipedia.org/wiki/Critical_Chain_Project_Management
70. PROJECT PLANNING
E Design an action plan
ACTION ACTION TIMING BY WHOM
(1 to 3 words, DESCRIPTION (start and end (one name of
Actionable) (the action in date) person or
more detail; organization)
where, how
many, how
often)
71. PROJECT PLANNING
TIPS
• Use an attractive and fun planning tool
• Re-iterate the planning; review it days
later and ask input
• Phase your project
• ‘Plan to adapt the plan’
• Communicate the plan
72. PROJECT PLANNING
TIPS
• Use a ‘shadow plan’ (..)
• Reserve time for unexpected events
• Check prognosis at ¼ of a task and take
action
73. 2. COMMUNICATION
To effectively communicate, we must realize that we are all different in the way we perceive
the world and use this understanding as a guide to our communication with others.
(Anthony Robbins)
74. Exercise
E Whisper this is your neighbor's ear for me,
please…
76. COMMUNICATION
Discussion & examples on verbal vs.
E nonverbal communication
77. COMMUNICATION
Verbal communication: 7%
Nonverbal communication: 93%
(gesture touch body language posture facial expression eye contact
clothing hairstyles paralanguage voice quality emotion speaking style
rhythm intonation stress; 38% vocal tone and 55% body language and
other). Nonverbal messages can interact with verbal messages in six
ways:
• repeating,
• conflicting,
• complementing,
• substituting,
• regulating
• accenting/moderating
“Even if someone decides to say nothing they are still communicating“
and “Silence speaks louder than words”
78. COMMUNICATION
Project
sponsor
Steering
Media
committee
Project
Manager
Team
Suppliers
members
Depart- Benefi-
ments ciaries
79. COMMUNICATION
PROGRESS
Project
sponsor
Steering
Media
committee
DECISION-MAKING PR - ATTENTION
Project
Manager
Team
Suppliers
members
RESOURCES TROUBLESHOOTING
Depart- Benefi-
ments ciaries
RESOURCES INPUT
81. COMMUNICATION
Project Project
Manager sponsor
Learn about the sponsor and their operation
Build a sponsor relationship
Understand sponsor problems and issues
Explain your project methodology
Listen 80% Talk 20%
Avoid discussing detailed (technical) solutions
Agree on next steps
82. COMMUNICATION
• Newsletters (e-mail / bulletin board)
• Progress reports; ‘report by exception’(e-mail)
• Presentations / Discussion (face-to-face)
• Discussion one-on-one
And..
• ‘Management by walking around’
83. COMMUNICATION
Human factors that form the basis of control:
Ownership, commitment and accountability
Empowerment
Team participation
Measurement
Coaching
85. COMMUNICATION
Enthusiasm Chaotic
Rigid Structured
Core competence model, by D. Ofman
86. COMMUNICATION
Think ahead Rigid
Enthusiasm Chaotic Flexibility
Rigid Structured
Core competence model, by D. Ofman
87. COMMUNICATION
International differences:
• Direct vs. cautious
• Mother language
• Hierarchy
Interpretation differences
To do:
• Pro-active attitude
• Check assumptions; ‘over-communicate’
• Guidelines
88. COMMUNICATION
TIPS
• Know the people involved – meet them
personally
• Know the people who (1) support and (2)
oppose the project; keep a list
• Ask input and listen
89. COMMUNICATION
TIPS
• ‘Walk your talk’; be clear and honest in
your communication
• Focus on ‘effective communication’
(pink giraffe example)
• Effective and quick conflict resolution
• Keep the customer informed
(& inform one when one does not expect to be informed)
90. COMMUNICATION
TIPS
• When starting a new project; organize a
formal ‘kick-off’ to mark the start of the
project and clearly communicate the
anticipated end result
• Practice your negotiation skills
91. 3. RISK MANAGEMENT
What should you do when a rhino charges you? Pay him!
&
Risks is feature of projects
93. RISK MANAGEMENT
The collection of any risk that
can impact on the project outputs;
external, financial, human resource,
organisational, responsibilities,
IDENTIFY policies, corruption, etc
Determine the severity of the
EVALUATE risk in (1) impact (2) likelihood.
MITIGATE
Determine any action to be taken;
(1) share (2) endure (3) avoid
(4) lessen
95. Exercise
E Risk list
RISK IMPACT LIKELIHOOD MITIGATION
96. Exercise
E Issue list
ISSUE PRIORITY MITIGATION
97. RISK MANAGEMENT
TIPS
• Start the risk list during project planning
and maintain it throughout the project
• Listen to others (anyone) to collect risks
• Ask advice to mitigate risks
• Separate risks from issues
99. PROJECT ORGANIZATION
ADRESSING:
Who is in which role; a person can be in more
than one role, but what about conflicting interests.
Clarity of roles and responsibilities
Involving the experts
Get buy-in
Internal communication of the project (change)
Determined who reports to who and how
problems are reported and managed
Agree on project tools and how to use them
100. Exercise
E Project team
NAME ROLE(S) RESPONSIBILITY AVAILABILITY
102. PROJECT ORGANISATION – Organizational diagram - Functional
General
Manager
Manager Manager
Dept. A Dept. B
103. PROJECT ORGANISATION – Organizational diagram – Product or Project
General
Manager
Manager Manager
Product A Product B
104. PROJECT ORGANISATION – Organizational diagram – Project Oriented Organizations
General
Manager
Manager Manager
Dept. A Dept. B
Project
Team
105. PROJECT ORGANISATION – Problem solving; the escalation mechanism
2
Solve problems at the lowest possible level;
if unsuccessful use the escalation mechanism
106. PROJECT ORGANISATION – Responsibility chart
- Approve
- Must be notified
- May be consulted
- General management responsibility
Project manager Team member x
Task 1
Task 2
Task 3
Task 4
Also for: change control procedures, communications, personnel skills, etc
108. RESOURCE PLANNING
Capacity planning: Mapping the project plan to
availability of resources
Week 1 Week 2 Week 3
(hours) (hours) (hours)
John 40 40 40
Sarah 32 24 0
Peter 32 8 8
111. Exercise
E Human resource planning
NAME WEEK 1 WEEK 2 WEEK 3
112. RESOURCE PLANNING
TIPS
• Plan & check availability and iterate
(verify) with resource manager
• Approach people personally to counter-
check (nobody else will)
• Inform all stakeholders of what is
expected and by when and update them
on changes
121. BUDGET MANAGEMENT
1. After project planning; make financial outline
2. A budget form a baseline to measure against
3. Make sure you have financial commitment and
have some idea of how much additional /
contingency budget is available
4. Report regularly on the summary
I Initial Budget
II Project finances against budget
III Financial reporting
132. PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
Vision ‘Dream’ / Ideal world
What we can be held
Mission
accountable for
SMART goals
Objectives
Answers ‘so what’, direct
Outcomes result from outputs
Immediate results
Output
Formulated SMART, basis
for the plan
Activi
-ties
133. PROJECT MANAGEMENT CYCLE – Monitoring and Evaluation
Vision ‘Dream’ / Ideal world
What we can be held
Mission
accountable for
SMART goals
Objectives
Answers ‘so what’, direct
Outcomes result from outputs
Immediate results
Output
Formulated SMART, basis
for the plan
Activi
-ties
INPUTS
134. BUDGET MANAGEMENT
E Develop the logical framework
Vision ‘Dream’ / Ideal world
Mission What we can be held
accountable for
Objectives SMART goals
Outcomes Answers ‘so what’, direct
result from outputs
Output Immediate results
Formulated SMART, basis for
Activ the plan
ities
136. PROJECT DELIVERY
‘Plan the end date’ (it is a project and therefore ends)
Inform stakeholder in advance and sharing the success
Be careful with showing and sharing preliminary results
documents
Make sure you can deliver what you promisedand what is
expected
Evaluate, round-up and clean-up
Work on follow-up / last elements / manage overlaps with
new projects
138. PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Ensure a clear project description;
what will the project deliver?
• Never assume;
even verify your own communication
• Focus on teamwork;involve the team
members, do it together
139. PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Start and maintain a to-do list; and
prioritize the actions
• Check planning estimates; e.g. ask a
senior PM to countercheck
• Keep a paper trail; decisions, approvals,
meeting minutes
140. PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Work out what your escalation
mechanism is and remember to use it
• To quickly become a better PM use self-
assessments, evaluations and 360º’s
• Spend 80% of your time listening and 20%
of you time talking
141. PROJECT MANAGEMENT – Tips ‘n Tricks
TIPS
• Manage your project management files
neatly, preferably using a hierarchy
• Use workshop efficiently to get input and
buy-in; learn and try the various
techniques
• Use your gut feeling, when in doubt; use a
project health check form
142. PROJECT MANAGEMENT – Tips ‘n Tricks
WEBTIPS
• Wikipedia
http://en.wikipedia.org/
Definitions, examples, hyperlinks
• Project Management 4 Development
http://www.pm4dev.com/
Free project management resources and distant learning
• Project Management Institute
www.pmi.org
More information on project management and certification
• Google..
143. PROJECT MANAGEMENT – Tips ‘n Tricks
BOOKTIPS
• Guide to Project Management; Achieving lasting benefit
through effective change, Paul Roberts, 2007, The
Economist
• Project Management For Dummies, Stanley E. Portney
• Fundamentals of Project Management. A modern
methodology to manage development projects for
international assistance and humanitarian relief
organizations. PM4DEV, October 2007 – more on
internet