i

PROJECT CYCLE MANAGEMENT

mODULE 4: PROJECT IMPLEMENTATION (VOLUME II)

Navuth YA| consultant/caram cambodia

REVIEWED BYSONGSATIT KITTIKHUNWATCHANA

Table of ContentsList of Abbreviation........................................................................................................................... iii

I. Pre/Post Test.....................................................................................................................................1

II. Handouts...........................................................................................................................................2

III. Exercises..........................................................................................................................................3

IV. Detail of games for ice-breaking session or warm up workshop..............................................4

V. Detail of tools e.g. what the “Tool” looks like e.g. Table, Matrix (each Matrix details), how to produce that tool etc.............................................................................................................................5

1. Recommended format for tools/techniques..................................................................................5

1.1. What is the definition of the tool/techniques?............................................................................5

1.2. Why is it important?......................................................................................................................6

1.3. How/when to use it?......................................................................................................................7

1.4. Example of the tools /techniques................................................................................................8

VI. All Slides of Power Point Presentation in the Module 4...........................................................11

VII. Text Book (Optional)....................................................................................................................12

References..........................................................................................................................................13

ii

List of Abbreviation

BoD Board of Directors

CSNM Civil Society for Nonprofit Management

CSOs Civil Society Organizations

CSPP Civil Society Partnerships Project

LFA Logical Framework Approach

LMS Lower Mekong Sub-region

MT Management Team

NGO Non-Governmental Organization

PM Project Manager

PMO Project Management Office

PMS Project Management Staff

QAT Quality Assurance Technique

QCT Quality Control Technique

RDMA Regional Development Mission for Asia

SWOT Strengths, Weaknesses, Opportunities and Threats

USAID United States Agency for International Development

WBS Work Breakdown Structure

iii

I. Pre/Post TestPlease find the attachment of pre-test and post-test files.

1

II. HandoutsPlease see the attachment files of handout from session # 1-7

2

III. ExercisesPlease see the attachment files of Case Study # 1, 2 and 3, Group Exercise A & B

3

IV. Detail of games for ice-breaking session or warm up workshopThe following is the energizing game to warm up during the workshop on project implementation:

“WHAT WE HAVE IN COMMON”The facilitator calls out a characteristic of people in the group such as “having children”. All those who have children should move to one corner of the room. As the facilitator calls out more characteristics, such as “like football”, people with the same characteristic move to the indicated space.

“PASSING THE PARCEL”2 The facilitator has wrapped a small gift with many different layers of paper. On each layer they have written a task or a question. Examples of tasks are “sing a song” or “hug the person next to you”. Examples of questions are “What is your favorite color?” or “What is your name?”. The facilitator starts the music, or claps their hands if there is no music available. The participants pass the parcel around the circle, or throw it to each other. When the facilitator stops the music or the clapping, the person who is holding the parcel tears off one layer of paper and carries out the task or answers the question that is written on the paper. The game continues until all the layers have been unwrapped. The gift goes to the last person to take off the wrapping.

“REFLECTING ON THE DAY”3 To help people to reflect on the activities of the day, make a ball out of paper and ask the group to throw the ball to each other in turn. When they have the ball, participants can say one thing they thought about the day.

“WHAT ARE YOU”4 Ask for a volunteer to leave the room. While the volunteer is away, the rest of the participants decide on an occupation for him/her, such as a driver, or a fisherman. When the volunteer returns, the rest of participants mime activities. The volunteer must guess the occupation that has been chosen for him/her from the activities that are mimed.

“DANCING ON THE PAPER”5 Facilitators prepare equal sized sheets of newspaper or cloth. Participants split into pairs. Each pair is given either a piece of newspaper or cloth. They dance while facilitator plays music or claps. When the music or clapping stops, each pair must stand on their sheet of newspaper or cloth. The next time the music or clapping stops, the pair has to fold their paper or cloth in the half before standing on it. After several rounds, the paper or cloth becomes very small by being folded again and again. It is increasingly difficult for two people to stand on. Pairs that have any part of their body on the floor are “out of the game. The game continues until there is a winning pair.

“THE SUN SHINES ON”6 Participants sit or stand in a tight circle with one person in the middle. The person in the middle shouts “the sun shines on …” and names a color or articles of clothing that some in the group possess. For example, “the sun shines on all those wearing blue” or “the sun shines on all those wearing socks” or “the sun shines on all those with brown eyes”. All the participants who have that attribute must change places with one another. The person in the middle tries to take one of their places as they move, so that there is another person left in the muddle without a place. The new person left in the middle without a place. The new person in the middle shouts out “the sun shines on …”and name a different color or type of clothing.

4

V. Detail of tools e.g. what the “Tool” looks like e.g. Table, Matrix (each Matrix details), how to produce that tool etc.

1. Recommended format for tools/techniquesThere are a number of relevant tools and/or techniques which are commonly used in project cycle management. Among them, tools and/or techniques such as Logical Framework Analysis (LFA), Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis, Gantt Chart, and Work Breakdown Structure (WBS) as also widely used in projection implementation.

1.1. What is the definition of the tool/techniques? Logical Framework Analysis (LFA):

LFA is one of the project cycle management tools that can be used for effective planning and implementation. It provides clear, concise and systematic information about components of a project such as goal, objectives, activities, results and indicators. It is not only a tool for managing each phase of the project cycle but it can create other tools, such as the project implementation schedule and a monitoring plan1.

In summary, it is an analytical, presentational and management tool which can help planners and managers to:

Analyze the existing situation during project preparation; Establish a logical hierarchy of means by which objectives will be

reached; identify potential risks; Establish how outputs and outcomes are best monitored and evaluated; Present a summary of the project in a standard format; and Monitor and review projects during implementation.

Strengths, Weaknesses, Opportunities and Threats (SWOT) SWOT analysis is a process that identifies the strengths, weaknesses, opportunities and threats of an organization. Specifically, SWOT is a basic, analytical framework that assesses what an organization can and cannot do, as well as its potential opportunities and threats2.

Gantt Chart A Gantt chart, commonly used in project management, is one of the most popular and useful ways of showing activities (tasks or events) displayed against time. On the left of the chart is a list of the activities and along the top is a suitable time scale. Each activity is represented by a bar; the position and length of the bar reflects the start date, duration and end date of the activity, namely3:

What the various activities are;1 (GmbH P. , 2002, p. 8)2 (16Se, p. 2)3 (16Se1, p. 2)

5

When each activity begins and ends; How long each activity is scheduled to last; Where activities overlap with other activities, and by how much; and The start and end date of the whole project.

Simply put for Gantt chart, each activity or task is depicted as a block over time, actual performance is recorded in real time and compared to planned deadlines necessary for completion of project implementation.

Work Breakdown Structure Commonly used to provide the framework for organizing and managing the work of large and complex projects, WBS is organized and comprehended by breaking them into progressively smaller pieces until they are a collection of defined "work packages" that may include a number of tasks of the project which is organized in a logical way by the project team4.

1.2. Why is it important? Logical Framework Analysis (LFA)

Because it is an essential tool for donors to use not only in planning their own macro-level strategies, but also in seeking in-depth information about small and medium-sized projects funded by them. LFA also gives a clear outlay of how much resources would be needed and how these will be used for various project activities.

More importantly, it is very useful in helping those who prepare and implement projects to better structure and formulate their ideas and to set them out in a clear, standardized way. It is just a tool for improving project planning and implementation5.

In general, LFA can be used throughout the activity management cycle in: Identifying and assessing activities that fit within the scope of organization

programs; Preparing the project design in a systematic and logical way; Appraising project designs; Implementing approved projects; and Monitoring, Reviewing and Evaluating project progress and performance.

Strengths, Weaknesses, Opportunities and Threats (SWOT) SWOT analysis is an important tool as it can reveal an examination of an organization’s internal strengths and weaknesses, its opportunities for growth and improvement, and the threats the external environment presents to its survival and growth.

Gantt Chart Gantt chart is most commonly used for tracking project schedules. It is useful to be able to show additional information about the various tasks or phases of the project, for example how the tasks relate to each other, how far each task has

4 (16Se2, p. 3)5 (GmbH P. , 2002, p. 9)

6

progressed, what resources are being used for each task compared to schedules of project implementation.

In summary, the importance of Gantt chart tool includes: Avoid Completion Confusion: Gantt charts were created to keep users on

track, providing a visual timeline for starting and finishing specific tasks. Keep everyone on the Same Page: Where there is a visual framework for the

work to be done, there are fewer chances for misunderstanding, especially when it comes to highly complex tasks.

Understand Task Relationships: These charts can make clear how various tasks are interrelated and perhaps rely on the completion of another to meet specific objectives.

Effectively Allocate Resources: By being able to look ahead on the Gantt chart, users can clearly discern where resources need to be anticipated, allocated or shared to maximize the use of those resources.

Get a Handle on the Future: Gantt chart is useful in helping decision-makers look farther ahead to ensure each given project is working toward the achievement the organization’s long-term strategic objectives6.

Work Breakdown Structure The importance of WBS is similar to those of Gantt chart in making effective management of project resources and detailed tasks. However, WBS can supplement Gantt chart in a way that it is used more practically for a large and complex project.

WBS is helpful to plan effectively for a project by breaking key tasks or activities into more manageable and smaller units of work. It can also produces a detailed list of tasks to be performed for a project, helping to deliver better costing, scheduling and resources planning for a project implementation.

1.3. How/when to use it? Logical Framework Analysis (LFA)

Logical Framework Approach can be used throughout the project management cycle in: identifying and assessing activities that fit within the scope of a project; preparing the project design in a systematic and logical way; appraising project designs; implementing approved projects; and monitoring, reviewing and evaluating project progress and performance7.

During project implementation, it can serve as the main reference for drawing up detailed work plans, terms of reference, budgets, as well as provides indicators against which the project progress and achievements can be effectively assessed.

Strengths, Weaknesses, Opportunities and Threats (SWOT) SWOT analysis can be used by all types of organizations/institutions and in different phases of project cycle management. It can be used in any

6 (16Se3)7 (EPU, 2010, p. 7)

7

circumstances either in decision-making situation when a desired objective is defined, in pre-crisis planning and preventive management, and particularly can be used in assessing, reassessing or creating a recommendation during a project implementation phase.

Gantt Chart Gantt chart is used when project team for planning and scheduling projects. It helps project team to assess how long a project should take, determine the resources needed, and plan the order in which tasks need to be completed.

Gantt chart can also be used monitoring a project's progress once it's underway, too. It allows project team to immediately see what should have been achieved by a certain date and, if the project is behind schedule so that further action can be taken to bring it back on course.

Simply, it can be used by project team as a reference in making sure of effective time management in relation to resources and tasks during the whole project implementation process. Gantt chart is more practical in using for a smaller and simple project.

In summary, Gantt chart is good for small and simple project and it can be generally used to:

To plan time scale for a project; To estimate resources required for a project; To graphically illustrate of a schedule of tasks to complete a

project; and To plan, coordinate, ad track specific tasks of a project.

Work Breakdown Structure

Similarly to Gant chart, WBS can also be used by project team as a reference in making sure of effective management of time and resources in detailed tasks during the whole project implementation process. However, WBS is more practical to be used for a large and complicate project.

In general, WBS can be used to: To allocate and delegate responsibility to help accomplish different

tasks or activities; To help sequence and schedule the timing of different events to

improve effectiveness of how time is allocated; To improve resources planning and the efficiency of how resources

are consumed; and To monitor risks for ongoing project implementation.

1.4. Example of the tools /techniques

Logical Framework Analysis (LFA)

8

Strengths, Weaknesses, Opportunities and Threats (SWOT)

9

Gantt Chart

Work Breakdown Structure

10

VI. All Slides of Power Point Presentation in the Module 4Please find the attachment files of Power Point slides in the module 4.

11

VII. Text Book (Optional) When finalized, test book will be sent later.

12

References

(n.d.). Retrieved August 12, 2016, from http://www.hrwale.com/general-hr/training-development/

(n.d.). Retrieved August 12, 2016, from http://www.mbaskool.com/business-concepts/human-resources-hr-terms/8685-training-and-development.html

(n.d.). Retrieved August 13, 2016, from htpp://healthcommcapacity.org/resource-mobilization-important

(n.d.). Retrieved August 13, 2016, from http://healthcommcapacity.org/resource-mobilization-important

(n.d.). Retrieved January 23, 2016, from https:www.mindtools.com/pages/article/newHTE 00.htm

(EPA), T. U. (2014). U.S. Environmental Protection Agency Climate Change Adaptation Plan. EPA 100-K-14-001. Retrieved August 30, 2016

AMACOM, a. d. (1992). Successful Team Building. In T. L. QUICK, Chapter 1: What is a team? (p. 4). New York: Library of Congress Cataloging in Publication Data.

Amacon, A. M. (1994). The Team Building Toolkit. In D. Harrington-Mackin, Getting Started (pp. 1-2). New York, The United States of America: New Direction Management Services, Inc. .

Barbar Durr, E. (2007). The Basic of Project Implementation . N/A, USA: Cooperative for Assistance and Relief Everywhere, Inc. (CARE).

Create A Resource Plan. (2006). In J. Wesland, The Project Management Life Cycle (p. 66). London and Philadelphia: Cambridge University Press.

Create A Resource Plan. (2006). In J. Weslan, The Project Management Life Cycle (p. 66). London and Philadephia: Cambridge University Press.

Gawler, M. (2005). Project Design in the context of Project Cycle Management . Pre'vessin-Moens, France: WWF.

GmbH, P. (2002). Project Cycle Management Handbook. Freiburg, Germany: European Commission, EuropeAid Cooperation Office.

Human resource management. (n.d.). Retrieved August 15, 2016, from wikipedia: https://en.m.wikipedia.org/wikki/Human_resource_management

Hussain, H. H. (2004). Time Management Tools and Techniques for Project Management . Socio-economic Research Bulletin , 1. Retrieved January 23, 2016, from https://www.mindtools.com/pages/article/newHTE_00.htm

Hussain, H. H. (2004). Time Management Tools and Techniques for Project Management . Socio-economic Research Bulletin , 1.

Implementation, Including Monitoring and Reporting. (2002). In P. GmbH, Project Cycle Management Handbook (p. 25). Freiburg, Germany: European Commission, EuropeAid Cooperation Office.

13

Implementing Partners. (2010). In S. Lust, Project Management in the OSCE (p. 69). Vienna, Austria: Organization for Security and Cooperation in Europe.

International Federation of Red Cross and Red Crescent Societies. (2011). Project/programme monitoring and evaluation (M&E) guide. Geneva: Planning and Evaluation Department (PED) of the IFRC Secretariat.

Kenneth Stott and Allan Walker. (1992). MAKING MANAGEMENT WORK: A Practical Approach. Alexandra Distripark, Block 4 # 04-31, Singapore: Simon & Schuter (Asia) Pte Ltd. .

Lust, S. (2010). Project Management in the OSCE. Wallnerstrasse 6, Vienna, Austria: Organization for and Security and Cooperation in Europe.

Lust, S. (2010). Project Management in the OSCE. Wallnerstrasse 6, Vienna, Austria: Organization for Security and Cooperation in Europe.

Management Study Guide. (n.d.). Retrieved August 15, 2016, from managementstudyguide.com: http://www.managementstudyguide.com/performance-appraisal.htm

Mini-glossary: Project management terms you should know. (n.d.). Retrieved February 21, 2016, from http://www.techrepublic.com/article/mini-glossary-project-management-terms-you-should-know/: http://www.techrepublic.com

National Development and Planning Agency (BAPPENAS), Government of Indonesia and United Nations Development Programme. (2009). PROJECT MANAGEMENT IMPLEMENTATION GUIDELINE (PMIG). Jakarta: Directorate for Multilateral Foreign Funding Bappenas.

Nieves Thomet, A. V. (2010). Project Design Manual . Geneva, Switzerland: International labour Organization.

Objectives and Importance of Human Resourece Management. (n.d.). Retrieved Auguest 9, 2016, from yourarticlelibrary.com: http://www.yourarticlelibrary.com/hrm/objectives-and_importance-of-human-resource-management/28000/

Organization of the Project Team. (2010). In S. Lust, Project Management in the OSCE (p. 18). Vienna, Austria: Organization for Security and Cooperation in Europe.

Organizations, P. M. (2015). Project Management Glossary of Terms. Project Management For Development Organizations.

PROJECT MANAGEMENT GLOSSARY OF TERMS SPRING 2005. (n.d.). Retrieved February 21, 2016, from wsdot.wa.gov: http://www.wsdot.wa.gov

Ralph U. Stone, S. S. (1994). Project Design for Program Managers. Washington, D.C., USA: The Centre for Development and Population Activities.

RED SHOES PR, INC. (n.d.). Retrieved August 23, 2016, from http://redshoespr.com/5-reasons-why-team-building-is-important/

Robert Mbugua, Amos Njaramba, Damon Young, Phangisile Mtshali. (2008). Secure the Future"NGO Financial Management Pocket Guide". Bedfordview: PRICEWATERHOUSECOOPERS, Public Sector

14

Service (Pty) Limited.

Roxana Bassi, Drew Birnbaum, M.S. Sriram. (2003). Computerizing agricultural cooperatives: a practical guide. FAO.

Situation Analysis ans Identification of Stakeholders. (2005). In M. Gawler, Project Design in the context of Project Cycle Management (p. 17). Pre'vessin-Moens, France: WWF.

USAID, O. o. (2009, March 25). Glossary of Evaluation and Related Terms. GLOSSARY OF EVALUATION TERMS. Evaluation Network of the OECD's Development Assistance Committee, the U.S. Government Accountability Office, the National Science Foundation, the American Evaluation Association and Western Michigan University .

Wesland, J. (2006). The Project Management Life Cycle. London and Philadelphia: Cambridge University Press.

What is human resource. (n.d.). Retrieved August 15, 2016, from http://www.whatishumanresource.com/objectives-of-performance-appraisal

William. (1996). Project Human Resource Management.

15